Aligning federal human resources departments with organizational goals and objectives to enhance performance in the public sector

Presidential management reform efforts dictate government organizations' implementation of policies with seemingly little thought of the cost to human resources departments and the accompanying impact on the workforce. The purpose of this qualitative case study utilizing a quantitative, non-experimental correlational research approach with an organizational effectiveness survey and descriptive statistics was to explore existing department data from a secondary source by using a case study method to assess the existence of planned strategy for effective organizational performance. From this evaluation, a review of the secondary source data and an analysis through a quantitative method revealed alignment efficacy of organizational performance with mandate parameters in a large U.S. Department of Defense agency in the Washington, D.C. area and two other geographic locations.