Designing a system for career development and advancement in the U.S. Navy

Hedge, Jerry W.; Borman, Walter C.; Bourne, Mark J.

doi:10.1016/j.hrmr.2006.06.002

Cited by 10 publications

(6 citation statements)

References 10 publications

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“…The North Atlantic Treaty Organization’s armies have undergone a far-reaching transformational process in the past decades (Elssner, 2005; Hedge et al , 2006). Germany’s armed forces (Bundeswehr), for example, changed from conscription to volunteer military in 2011 (Berndtsson and Kinsey, 2016).…”

Section: Implications For Society and Organizations: Servant Leadership As An Effective Alternative To Authoritarian Leadershipmentioning

confidence: 99%

Leadership and the significance of formalized organizational structures

Langhof

Güldenberg

2019

JMH

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Purpose Management literature commonly suggests authoritarian leadership (AL) as the ideal leadership style during crises and extreme situations. This study aims to question this view, exploring servant leadership (SL) as an alternative. Design/methodology/approach In the field of leadership research, surveys and interviews are the most dominant research methods. In light of this dominance, this paper draws on a rather unorthodox research approach: a historical examination. Findings The elaborations in this paper suggest that SL exerts a higher influence on followers than AL, when organizational structures are absent or disregarded. Consequently, the higher influence of SL implies a lower need for regulations and directives within organizations. Practical implications Bureaucracy and red tape can be reduced. Particularly in situations of crises, SL’s relatively reduced reliance on formalized organizational structures can be advantageous to leaders. Originality/value The relationship among leadership (SL and AL) and formalized organizational structures is elaborated and illustrated in a historical examination.

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Section: Implications For Society and Organizations: Servant Leadership As An Effective Alternative To Authoritarian Leadershipmentioning

confidence: 99%

Leadership and the significance of formalized organizational structures

Langhof

Güldenberg

2019

JMH

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“…Responsibility for career management lies both with employees and with the organization that employs them. Career effectiveness will be greater when employee and organization carry out their respective career management roles (Hedge, Borman, & Bourne, 2006). However, in reality, many organizations implement career development programs without carefully considering the effectiveness of these programs on their employees (Arthur, Bennett, Edens, & Bell, 2003).…”

Section: Literature Reviewmentioning

confidence: 99%

Organizational Career Development Practices: Learning from an Omani Company

Khan¹,

Rajasekar²,

Al-Asfour³

2015

IJBM

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Organizational career development practices have acquired great importance in companies in Gulf Cooperation Council (GCC) countries due to localization of the workforce, and resultant career development initiatives taken by these firms. The present research undertaken in an Omani company attempts to evaluate the career development opportunities being provided to its employees, its efficacy in bringing satisfaction among its employees and expediting the process of Omanization. The study showcases concerns of the employees that have been overlooked by the organization which has a negative impact on their satisfaction. The study suggests involving employees in the career development decision making process, and bringing transparency and fairness in the execution of the career development system can only create a win-win situation. An effective career development process can help in establishing trust between both parties to reach to the desired organizational outcomes.

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“…There are fewer studies in this problem category, and managerial subjective models are generally favored. For example, Hedge et al [21] described the design of a career development and advancement system to compute an advancement score based on achievement of predefined milestones in the US Navy. Baruch [22] developed a career development model entitled Career Active System Triad (CAST) after reconciling the interests and concerns of both employers and employees.…”

Section: Literature Reviewmentioning

confidence: 99%

“…In addition, Constraint (21) implies that the total amount of interview rates for all job positions in recruitment channel i in period t should be less than or equal to t i β . For example, an organization might desire having at most 25% of its total interviews from its website.…”

Section: Constraintsmentioning

confidence: 99%

Developing Talent from a Supply–Demand Perspective: An Optimization Model for Managers

Moheb-Alizadeh

Handfield

2017

Logistics

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While executives emphasize that human resources (HR) are a firm's biggest asset, the level of research attention devoted to planning talent pipelines for complex global organizational environments does not reflect this emphasis. Numerous challenges exist in establishing human resource management strategies aligned with strategic operations planning and growth strategies. We generalize the problem of managing talent from a supply-demand standpoint through a resource acquisition lens, to an industrial business case where an organization recruits for multiple roles given a limited pool of potential candidates acquired through a limited number of recruiting channels. In this context, we develop an innovative analytical model in a stochastic environment to assist managers with talent planning in their organizations. We apply supply chain concepts to the problem, whereby individuals with specific competencies are treated as unique products. We first develop a multi-period mixed integer nonlinear programming model and then exploit chance-constrained programming to a linearized instance of the model to handle stochastic parameters, which follow any arbitrary distribution functions. Next, we use an empirical study to validate the model with a large global manufacturing company, and demonstrate how the proposed model can effectively manage talents in a practical context. A stochastic analysis on the implemented case study reveals that a reasonable improvement is derived from incorporating randomness into the problem.

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Designing a system for career development and advancement in the U.S. Navy

Cited by 10 publications

References 10 publications

Leadership and the significance of formalized organizational structures

Leadership and the significance of formalized organizational structures

Organizational Career Development Practices: Learning from an Omani Company

Developing Talent from a Supply–Demand Perspective: An Optimization Model for Managers

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