The Department of Homeland Security (DHS) is the third largest cabinet-level department in the federal government, employing more than 200, 00 staff in a broad range of jobs. Since it began operations in 2003, DHS employees have reported having low job satisfaction. DHS employee concerns about job satisfaction are one example of the challenges the department faces implementing its missions. The Government Accountability Office (GAO) has designated the implementation and transformation of DHS as a high risk area, including its management of human capital, because it represents an enormous and complex undertaking that will require time to achieve in an effective and efficient manner. This book examines how DHS’s employee morale compared with that of other federal employees; the extent to which DHS and selected components have determined the root causes of employee morale; and the targeted action plan objectives.
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