Additionally, his statement that new procedures will be phased in over time is inconsistent with the realities of the rules put in place over the first few weeks of his new regime. Clearly what has occurred and what must be changed to redevelop the productivity and morale of the department is recognition that heavy handed techniques designed to enhance productivity will not produce results. From a psychological perspective Corbett's error was in determining that employees would positively respond to his changes as a matter of physiological and safety considerations as indicated by Maslow. The culture though prior to his arrival though was built on the Maslow identities of social needs, ego, and self- actualization. (Public Personnel Administration. P.104. N.D.) Employees who were subsequently told how and when to do their jobs responded with a decision to do less work, miss time, and produce at a reduced...

Corbett's intention to enhance productivity is essential to a thriving operation however; the method was desultory from a culture which fostered that productivity through autonomous control by employees over their situations. To turn the tide Corbett must return the department to its original state and then explain to his employees that productivity is high on his list of accomplishments. Further, he must ask for their input on how to achieve the productivity goals and develop positive incentives to align employee action with results.
Question Four

The inherent question of this case study is can private sector approaches to productivity and value in operations produce similar results in a public sector environment?

The question is an excellent one given that "public employee performance is a key concern for governments because taxpayers demand high levels