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Members of Congress become involved in scandals on a regular basis. These range from personal imbroglios, like sexual affairs or substance abuse, to professional scandals like embezzlement of campaign funds, abuse of office, or insider trading. As a common feature of congressional life, scholars have shown that scandals frequently disrupt the electoral and legislative trajectories of representatives' careers.

However, it must be remembered that congressional offices are comprised of more than just an individual member. Congressional offices are legislative enterprises, and a representative's staff are integral to his or her political and lawmaking activities. Accordingly, studying how scandals relate to the careers of congressional staff is an important but overlooked topic.

In this chapter, the authors investigate the relationship between members' malfeasances and the careers of the staff around them. The authors combine a list of congressional scandals with a dataset that captures the turnover of staff in congressional offices. The chapter proceeds in four parts. First, the authors describe the structure of a congressional office and the relationship between members and their staff. Next, the authors provide an overview of scandals in Congress and what previous literature has uncovered about their effects. Third, the authors examine staffing patterns and turnover in offices hit by scandal, uncovering evidence that scandals are associated with staff departures. The authors end by considering how Congress as an institution could help to protect and support employees who are caught up in a member's poor choices.

The efficiency of each of an organization’s individual workers determines its effectiveness. The study aims to explore the relationship between human resource management (HRM) practices and organizational effectiveness with employee performance as a mediating variable.

Data were collected from 800 police officers in the Greater Accra and Tema regions. The data were supported by the hypothesized relationship. Construct reliability and validity was established through confirmatory factor analysis. The proposed model and hypotheses were evaluated using structural equation modeling.

The results show that career planning and employee performance were significantly related. Self-managed teams and employee performance were shown to be nonsignificantly related. Similarly, performance management and employee performance were shown to be nonsignificantly related. Employee performance significantly influenced organizational effectiveness. The results further indicate that employee performance mediates the relationship between HRM practices and organizational effectiveness.

The generalizability of the findings will be constrained due to the research’s police service focus and cross-sectional data.

The study’s findings will serve as valuable pointers for the police administration in the adoption, design and implementation of well-articulated and proactive HRM practices to improve the abilities, skills, knowledge and motivation of officer’s to inordinately enhance the effectiveness of the service.

By evidencing empirically that employee performance mediates the relationship between HRM practice and organizational effectiveness, the study extends the literature.