After reading this Case Scenario, please answer the five questions coming at the end of the discussion.

Please use the following textbook as a source.

Berman, E.M., Bowman, J.S., West, J.P., and Van Wart, M.R. (2016).Human Resource Management in Public Service: Paradoxes, Processes, and Problems (5th ed.).Thousand Oaks: Sage Publications.

- 66 CASE . Rewarding Volunteers OUND Northern University is a large university in a small college town in the Northwest. After several years of political pressure, internal conflicts, and negotiations, the university applied for, and was granted, an FCC license for a new public radio affiliate. The general goals of the station were to provide quality noncommercial alternative broadcasting with an emphasis on local and national news, jazz, and classical music. The station would have no paid commer- cials but would broadcast public service announcements and cultural events. A short-term objective was to assemble and train a volunteer staff (mostly students and faculty) until funds could be provided for an all-professional staff of experienced board operators and program announcers. Exhibit 4.2 shows the organization structure of the radio station. The general manager, chief engineer, news director, administrative assistant, and program director were all full-time paid positions. All of the other positions were either part- time employees, part-time work-study students, or unpaid part-time volunteers. The latter were mostly university faculty and their spouses. The students volunteered to get training and experience, which they hoped would propel them into careers in the media. Faculty volunteered either for the new experience or because they liked playing particular types of music. The others volunteered to help the station and to meet new people. Volunteers were trained and used as both announcers and in \"behind the scenes\" positions such as board operators. Many of the board operators were told they could become announcers in the future. EXHIBIT 4.2 Organizational Structure of the Station University Dean-School of Communication Station General Manager Program Director Administrative Assistant Engineer News Director 1. Paid Part-Time 1. Paid Part-Time 1. Paid Part-Time 1. Paid Part-Time Assistants Assistants Assistants Assistants 2. Paid Part-Time 2. Paid Part-Time 2. Paid Part-Time 2. Paid Part-Time Work Study Work Study Work Study Work Study Students Students Students Students 3. Unpaid Part-Time 3. Unpaid Part-Time 3. Unpaid Part-Time 3. Unpaid Part-Time Volunteers Volunteers Volunteers Volunteers 199 Case 66 . Rewarding VolunteersThe program director's responsibilities included developing the on-air program schedule, which consisted of National Public Radio (NPR) standards such as "Morning Edition" and "All Things Considered" as well as jazz in the mornings and classical music in the afternoons He also developed the volunteer training program (including both equipment operation and on-air announcing) and scheduled and supervised the volunteers and work-study students. The program director also did some on-air announcing and worked as the internal liaison, coordinating the various departments. He reported directly to the station general manager, who was responsible for all aspects of internal station management as well as developing and sustaining relationships with external constituencies. PROBLEMS The person hired initially as program director had a leadership style that did not fit well in a volunteer-oriented organization. Specifically, he was task-oriented and had few skills in managing others. This leadership style contributed to conflicts within the organization, and the program director left the organization by mutual consent after nine months on the job. The position of program director remained unfilled for nine months. During that time period, the general manager and the administrative assistant split the work ordinarily done by the program director, including the recruitment, selection, training, and scheduling of the volunteers. However, none of these activities were ever institutionalized in terms of written policies and procedures. For example, there were no written job descriptions for volunteers explaining duties and responsibilities for particular positions. Nor was there any formal feedback system for evaluating volunteer performance and/or receiving volunteer input. Voluntary recruitment and opportunities for volunteer training were also reduced during thisAfter nine months a new program director was hired. She had previous experience as a program director at another public radio station and came highly recommended. Her initial statement was one of amazement at the high quality of announcing among the volunteers. In fact, she sent out a memorandum to that effect during her second week on the job. However, as time passed, more and more of the volunteer announcers were told by the program director that their services were no longer required as announcers. They were offered the opportunity to work behind the scenes as board operators with no on-air announcing. Most chose to simply quit. When challenged by the volunteers, the new program director stated that there was too much voice variation among the volunteers and an all-professional sounding station needs more uniformity. Since there was no money to hire full-time professional announcers, the program director (as well as several other paid staff) began to do more of the on-air announcing. The program director herself was working more than 60 hours per week. No new volunteers were being trained. Most of the old volunteers had either quit or been demoted. The five still doing on-air announcing then requested a meeting with the general manager. At the meeting, these volunteer announcers indicated their displeasure concerning the decisions of the program director. The volunteers indicated that they had contributed not only their time but also had made monetary contributions to the station and had encouraged others to do so. The general manager thanked the announcers for their contributions of time and money, but indicated he had given the program director control of the programming including personnel matters. They were still welcome to do volunteer work at the station andcould continue announcing \"for the time being.\" The volunteers were not happy with this response and promptly submitted their resignations. The general manager now had a bigger problem on his hands. The paid staff were already spread to0 thin and stretched to the limit even before the latest volunteer resignations. The station was committed to 20 hours of programming each day. NPR daily programs and prerecorded tapes could not fill the entire programming gap since they also required staff time to produce. The station clearly was in a crisis situation. QuESTIONS 1. Describe the fundamental problem in this case together with its causes. 2. What specific mistakes were made by (a) the general manager and (b) the program director? 3, Did you ever do unpaid volunteer work? What were your purposes/goals and to what degree did you achieve them? 4, What types of rewards are most appropriate for volunteers? To what degree were these provided to volunteers at the radio station? 5. What steps should the station general manager take now