Question 1 Which problem should be addressed first, and exactly how should it be addressed?
There are many problems in this County Court system and some relate and must be solved by intense Human Resources intervention. The problem of employee morale needs to be addresses as well as hiring of new employees to attend to the duties of the courts. It is futile though to hire new employees with large morale problems as the new employees might become influenced by the poor attitudes of the current employees.
Since this is a governmental and civil service employment situation the profit motive is not an incentive to work with more concern for the position. Civil service employees typically are not interested in fostering a positive work environment but there are many reports of incompetent mangers being moved up the chain while hard working individuals left at the bottom of the work chain .
In order to rectify some of these issues a meeting of all middle level and above managers needs to be coordinated in all the various departments. This meeting will indicate to the managers that they are in charge of correcting many of the problems in the past and will be responsible for any further negative comments. For a short period of time, personnel complaints will be open to you as an overseer. In this meeting the number of reports of harassment, personnel transfers, and any other documented personnel shifts should be discussed in general. Managers will be encouraged to provide possible solutions to the poor morale that exists in their department and be made to feel that they are a part of the new regime. The ability to move from their current position should be a stern option and offered to all that feel that they do not wish to be a part of the solution. Accountability for the performance of the department will fit squarely on their shoulders and a questionnaire will be administered to all of their employees to allow for the personnel to offer positive solutions to management issues. This non threatening accountability can have positive results .
The newly created court Administrator position needs to be viewed as an agent for change from the status quo and offer engaging and proactive approaches to the problems that plagued management prior to this new position. Each department needs to suggest member for a new committee that is tasked with provided change and proactive solutions to the current work flow situation . Empowering this group to be able to take positive steps toward the alleviation of problems that impact the various departments shows an effort to implement the changes offered from this group and will allow for additional information to be shared among the managers thereby creating a coordinated effort to increase interdepartmental cooperation.
Lastly, the new hires need to be made aware that some issues exist in the current departments and also be made aware of some of the initiatives to correct some of the problems. Patience on their part and the explanation of reporting procedures for the impending problems will help to stem the recreation of the old issues with the new hires. The past is the past has to be the motto for going forward.
Granted this scenario can be found in many counties throughout the country as the civil service departments in some counties was a dumping ground for people who were unable to obtain jobs elsewhere. These nepotistic employments resulted in many of the managers in positions today. The newly created Court Administrator position will be successful by garnering the support of the managers and the new personnel in a proactive plan that is derived from the input of several groups of managers.
Morality and ethics come into the consideration of the replacement of the managers who cannot conform to the new plan. The problem is definitely caused by some of these managers and they should be fired but making the choice for them to leave of their own accord will allow for a better working environment for those who stay.
References
Darwood, S. (2014, Novemeber 4). Civil Service MOrale. the guardian, pp. [online] http://www.theguardian.com/public-leaders-network/2014/nov/04/civil-service-morale-bullying-stress-targets-job-cuts. Accessed February 2016.
Hornstein, H. (2008). Using a Change Managemnt Approach to Implment IT Programs. IVEY Business JOurnals, [online] http://iveybusinessjournal.com/publication/using-a-change-management-approach-to-implement-it-programs/. Accessed February 2016.
OPM. (2012). Performance Management. [online] https://www.opm.gov/policy-data-oversight/performance-management/reference-materials/more-topics/accountability-can-have-positive-results/. Accessed February 2016: OPM.gov.
