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Strategic human capital planning information systems and performance: The efficacy of manpower position requirements forecasting in the public sector.

机译：战略性人力资本计划信息系统和绩效：公共部门中人力职位需求预测的功效。

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摘要

The federal government has emphasized performance indicators and standards of success since 1993. Several of these standards relate to workforce goals: minimizing the gap between workforce plan and execution, redirecting human resources to front-line operations, minimizing turnover, minimizing attrition, maximizing retention of mission-critical occupations, meeting recruitment targets, and flattening hierarchy. This study assessed whether the U.S. Air Force (USAF)'s automated, integrated, centralized manpower position planning system more effectively met these legislative mandates for workforce planning than the non-automated, decentralized approach used by the U.S. Department of Treasury. The hypothesis, that strategic workforce objectives defined by 5-year human capital plans and outcomes were more likely to be realized with the automated system, was tested by examining data that indicated the differences between workforce plans and outcomes, as well as statistics including turnover, attrition, retention, ratios of mission-critical occupations to total workforce (Treasury) and forces to infrastructure (USAF), supervisory hierarchy, and recruitment for fiscal years 2001 through 2005. Secondary source data in workforce plans from USAF and Treasury were also qualitatively analyzed.; Results showed that the performance outcomes from USAF and Treasury were not significantly different (defined as p .05 in unmatched pairs t tests). However, that does not necessarily mean that there is no benefit to having a centralized position forecasting information system.; Specifically, both organizations were achieving the strategic workforce planning objectives of the first seven of the eight goals. Thus, with or without the information system, it appears that a federal organization can achieve these goals. A substantive finding occurred during the examination of the eighth goal, to conduct workforce planning and analysis, which showed that Treasury self-reported the need for an improved human capital management system and noted its limited ability to conduct workforce planning. Essentially, this is identification of the need for the moderating variable of this study, the position requirements forecasting information system as used by the USAF. Future research of value to this area could compare a broader set of indicators and their interactions since the measurements of this study were isolated to human capital planning and may not reflect what was occurring enterprise-wide.
机译：自1993年以来，联邦政府一直强调绩效指标和成功标准。其中一些标准与员工目标有关：最小化员工计划与执行之间的差距，将人力资源转移到一线运营，最小化人员流动，最小化损耗，最大程度地保留员工任务关键型职业，达到招聘目标并扁平化等级。这项研究评估了美国空军（USAF）的自动化，集成，集中式人力定位计划系统是否比美国财政部采用的非自动化，分散式方法更有效地满足了这些有关劳动力计划的立法要求。通过检查表明劳动力计划和成果之间差异的数据以及包括营业额在内的统计数据，检验了这一假设（即由5年人力资本计划和成果定义的战略性劳动力目标更可能通过自动化系统实现）。 2001年至2005财政年度的关键人员职业的损耗，保留率，关键任务职业与总劳动力的比例（库房）和基础设施的部队（美国空军），管理等级和招聘。还对美国空军和财政部劳动力计划中的次要来源数据进行了定性分析。;结果表明，美国空军和财政部的绩效结果没有显着差异（在不匹配对t检验中定义为p <.05）。但是，这并不一定意味着拥有集中式位置预测信息系统没有好处。具体来说，两个组织都实现了八个目标中前七个目标中的战略性员工计划目标。因此，无论有没有信息系统，联邦组织似乎都可以实现这些目标。在检查第八个目标时进行了实质性发现，以进行员工计划和分析，这表明财政部自我报告了对改进人力资本管理系统的需求，并指出其进行员工计划的能力有限。从本质上讲，这是确定对本研究的适度变量的需求，即美国空军使用的职位需求预测信息系统。由于此研究的度量值与人力资本计划无关，因此将来对该领域的价值研究可以比较更广泛的指标及其相互作用。这可能无法反映整个企业范围内发生的情况。

著录项

  • 作者

    Handley, Christina M.;

  • 作者单位

    University of Maryland University College.;

  • 授予单位 University of Maryland University College.;
  • 学科 Business Administration Management.; Political Science Public Administration.; Information Science.; Military Studies.
  • 学位 D.M.
  • 年度 2007
  • 页码 137 p.
  • 总页数 137
  • 原文格式 PDF
  • 正文语种 eng
  • 中图分类 贸易经济;政治理论;信息与知识传播;
  • 关键词

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