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Author: Lynn M. Scott
Publisher:
ISBN:
Category : Defense industries
Languages : en
Pages : 4
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Book Description
Author: Lynn M. Scott
Publisher:
ISBN:
Category : Defense industries
Languages : en
Pages : 4
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Book Description
Author:
Publisher:
ISBN:
Category :
Languages : en
Pages : 6
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Book Description
Manpower reductions in the Department of Defense and in the defense industry are focused on making personnel strengths match shrinking budgets. These reductions neither account for the strategic value of human capital nor for the possible consequences of its depletion and the resulting dispersal and loss of strategic knowledge, skills and experience. Strategic human capital-and its probable dispersal and loss-is critical to defense industry production capability because it takes a long time to develop, embodies perishable skills, is not easily substitutable, and cannot be passively mothballed like physical capital. Trained, skilled, experienced employees are being lost to the defense establishment by current "downsizing" requirements. Rather than relinquishing these valuable assets to job market forces they should be strategically re-employed in industries that can best make use of their specialized training and experience.
Author: Lynn M. Scott
Publisher:
ISBN:
Category : Human capital
Languages : en
Pages : 4
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Author:
Publisher:
ISBN:
Category : National security
Languages : en
Pages : 108
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Book Description
Author: Junaid Javaid
Publisher: GRIN Verlag
ISBN: 3656762112
Category : Business & Economics
Languages : en
Pages : 43
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Book Description
Seminar paper from the year 2012 in the subject Business economics - Business Management, Corporate Governance, grade: C+, University of Bedfordshire, course: MSc Finance & Business Management, language: English, abstract: This AMP is carried out as a research toward finding and relating the company’s Human Capital with its desired performance. It has also suggested the method by which the company can reliably reports its Human Capital as the strongest company’s asset in its financial statements. From the Background context of given issue the evidence looks prominent and right that in the current scenario Human Capital is considered to be as the key success factor. The Literature Review section, in relation to the definition of Human Capital, the arguments of both Becker (1993) and Davenport (1999) makes sense and also looks generous. Becker (1993) defined Human Capital as a composition of four characteristics (Credentials, Reputation, Personality and Appearance). While on the other side, Davenport (1999) made a figure of by combining all aspects (Employee effort, behaviour, ability & time) together to give final shape to undergoing definition. In relations to the measurement methods of Human Capital, there are many Scholars who came forwards and proposed different methods. It has been regarded and acknowledged that work of certain Authors: Kaplan & Norton (1992), Monti-Belkaou & Riahi-Belkaoui (1995), Brown (1999) and Weiss (1999) is prominent. Out of these four studies Monti-Belkaou & Riahi-Belkaoui (1995) took the fame as their model have both aspect: practical implementation and recognition of value added by the company’s demployed Human Capital in its overall financial performance and operational excellence. The objectives of this AMP have been achieved. From the models like Balanced Scorecard and Kaplan’s Seven Step Framework and also from the case studies like Huselid, et al (1997) and Delery & Doty, (1996), it has been cleared and understood that the company’s Human Capital has implications on its business performance (success). From the studies like Kaplan & Norton (1992), Monti-Belkaou & Riahi-Belkaoui (1995), Brown (1999) and Weiss (1999), it has illustrated that these are the certain methods by which the company could include Human Capital as the company’s most significant in its financial reporting. Out of these four studies, Monti-Belkaou & Riahi-Belkaoui (1995) took the fame. So the need of an hour is to select it as the common framework for the reporting of Human Capital as the company’s most powerful assets.
Author: Linda J. Bilmes
Publisher: Rowman & Littlefield
ISBN: 0815701578
Category : Business & Economics
Languages : en
Pages : 378
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Book Description
Successful businesses have spent the past two decades retooling and rethinking how to manage their people better. Most big companies that have survived and prospered in the 21st century view employees as a vital strategic asset. In comparison, the U.S. federal government is a Stone Age relic, with its top-down bureaucracy, stovepiping of labor and responsibilities, and lack of training and investment in its own public servants. The inevitable result is a government not keeping up with the complex demands placed on it. In T he People Factor, Linda Bilmes and Scott Gould present a blueprint for reinvigorating the public sector in order to deliver results for America. Their premise is that the federal government can achieve the same gains as the best private sector and military organizations by managing its people better. Their new vision for public service is based on "The People Factor," a set of management tools drawn from best practices in successful companies, the military, and high-performing government agencies. Part One of The People Factor book shows why the U.S. personnel system needs reform, revealing the high price of inaction. Part Two lays out the specific steps that must be taken to achieve the necessary gains. Part Three focuses on how to implement the People Factor and make the authors' vision a reality. They argue that the next president needs to turn this issue into a top priority and use political capital to push reform. Highlights of the book include: • Extensive original survey research • Case studies from government and the military • Interviews with leading thinkers on strategic human capital • A number of specific proposed innovations • A detailed proposal for a nationwide effort to train and revitalize the public service
Author: Thomas S. Langston
Publisher: JHU Press
ISBN: 0801881455
Category : Political Science
Languages : en
Pages : 209
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Book Description
In the first book to focus on civil-military tensions after American wars, Thomas Langston challenges conventional theory by arguing that neither civilian nor military elites deserve victory in this perennial struggle. What is needed instead, he concludes, is balance. In America's worst postwar episodes, those that followed the Civil War and the Vietnam War, balance was conspicuously absent. In the late 1860s and into the 1870s, the military became the tool of a divisive partisan program. As a result, when Reconstruction ended, so did popular support of the military. After the Vietnam War, military leaders were too successful in defending their institution against civilian commanders, leading some observers to declare a crisis in civil-military relations even before Bill Clinton became commander-in-chief. Is American military policy balanced today? No, but it may well be headed in that direction. At the end of the 1990s there was still no clear direction in military policy. The officer corps stubbornly clung to a Cold War force structure. A civilian-minded commander-in-chief, meanwhile, stretched a shrinking force across the globe. With the shocking events of September 11, 2001, clarifying the seriousness of the post-Cold War military policy, we may at last be moving toward a true realignment of civilian and military imperatives.
Author: Griffin Toronjo Pivateau
Publisher:
ISBN:
Category :
Languages : en
Pages : 0
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Book Description
Organizations today face numerous challenges: worldwide competitors, changes in information technology, increased reliance on knowledge workers, and a shifting economic environment. Faced with the difficulty of securing advantage by traditional means, management has increasingly focused on employees as a key asset and driver of productivity. Many organizations have adopted the human capital theory, which holds that employees form an asset of the organization. Organizations will seek to maximize their human capital as a differentiator. Presumably, an organization that invests in its human capital will find itself rewarded with increased productivity and higher returns. But here is where the problem develops. Although it makes theoretical sense to label human capital as an asset, employees differ from other forms of assets. The organization has no ownership interest in the employees and the human capital that they represent. Instead, only the employment relationship secures the retention of human capital. Investment by an organization in its human capital, in its employees, leads to a paradox. And to date, proponents of the human capital theory, in their eagerness to create a new strategic role for the human resources department, have not addressed this paradox. A company that invests in its employees, providing those employees with new skills and knowledge, will find that it has increased the employee's value. This added value, however, does not necessarily correspond to increased value for the employer. Instead, gained skills and knowledge and experience will enhance the employee's mobility, permitting her to transfer the benefits of the organization's investment to a competitor. A company that invests in human capital without taking the steps to secure that capital will find its investment flowing to its competition. The employment relationship, the relationship that binds human capital to the organization, is an odd beast. For the most part, the employment relationship is governed not by contract, but by a complicated mix of common law and statutes, both state and federal. To preserve its investment in human capital, management needs to understand this peculiar area of the law. The law provides several tools to manage the employment relationship. The best tool to solve the problem of preservation and retention of the organization's human capital is the noncompete agreement. I conclude the article by discussing the drafting of an enforceable noncompete agreement. The noncompete agreement, carefully drafted and tailored to the employee's situation, will help firms to retain the benefit of investment in their workforce. Employees governed by a noncompete agreement are less likely to leave the company. Furthermore, in the event that the employee decides to leave, the noncompete agreement will prevent the employee from immediately taking his new skills and experience to a competitor.
Author:
Publisher:
ISBN:
Category :
Languages : en
Pages : 48
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Book Description
The 21st century demands that those who serve in the agencies of the U.S. Intelligence Community (IC), both military and civilian, be capable of rapidly collecting and analyzing intelligence in a threat environment that is becoming exponentially more complex, volatile, and interconnected. The National Intelligence Strategy (NIS) requires a 5-year human capital strategy that will build an agile, "all source" workforce by projecting and planning for mission critical human resource requirements (both quantitative and qualitative); determine the optimum mix of military, civilian, contractor, and other human resources necessary to meet those requirements; and create an overarching IC-wide human resource policy and information architecture that enables the IC and its components to rapidly acquire, develop, integrate, and deploy its human resources within and across organizational lines to accomplish the mission. The human capital strategy will attract and retain the best and brightest candidates, recognizing and rewarding technical expertise, performance excellence, integrity, and commitment to service. It will provide enterprise-wide opportunities for professional growth and leadership development that will help realize (and use) the full potential of its employees, and encourage initiative, innovation, resourcefulness, and resilience among the members of the IC and those who lead them. The plan will strengthen the IC by creating a culture of personal, professional, technical, and managerial leadership at all organizational levels. It will foster an IC-wide ethos that values selfless service, integrity, and mission accountability, and will embody those values in a transformational, 21st century leadership corps that engenders excellence at all levels of the Community.
Author: Russom Teklay
Publisher: Russom Teklay
ISBN:
Category : Architecture
Languages : en
Pages : 256
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Book Description
Its journey to independence, etched in the annals of the 20th century, reflects the aspirations of a people who dared to dream of sovereignty and freedom. This exploration begins by tracing the roots of Eritrea's identity, delving into the historical echoes that resonated with calls for...
