|
Workforce Sciences is a burgeoning and foundational area of workforce measurement and management designed to help identify and maximize the sources of human capital value in organizations. An emerging discipline, it focuses on the empirical determination of the workforce and business impact of the people side of business - to help organizations optimize what is increasingly the single biggest and most important investment(s) they make, their investments in human capital. Workforce sciences spans the analysis of various workforce dynamics in organizations - the flow of talent into, through and out of organizations over time - and the effects of specific workforce practices and policies companies employ to influence those dynamics, including sourcing and selection, recruitment, on-boarding and training, career development, leadership development, supervision, performance measurement and management, total rewards, productivity improvement initiatives, among others. It is also concerned with determining the drivers of employee engagement and how they are conditioned by various strategic, operational and other contextual factors. It helps support strategic decision making around human capital, in particular strategic workforce planning and management, workforce or talent strategies as well as labor market selection. The latter is an increasingly important dimension of workforce management as organizations deal with the global competition for talent. Finally, workforce sciences helps organizations identify critical metrics to track the quality and effectiveness of human capital management, providing dashboards and scorecards to help leaders monitor progress and hold them accountable for results. Workforce sciences is a highly interdisciplinary field. It draws heavily from theories, empirical learnings and methods developed in the fields of Microeconomics, Labor and Organizational Economics and Industrial and Organizational Psychology; but it also comprises learnings and methods from demography, general management, marketing science and communications. With its strong empirical orientation, it relies heavily on application of statistical modeling, simulation and other measurement methods. Many of the analytic tools that support this new discipline have only been developed since the mid-1990s. Some of the methods are wholly new to the HR area. Others represent adaptation of methods from other disciplines, as for instance, the application of techniques used by marketing scientists to understand customer preference to better understand employee preferences concerning components of rewards. All have been facilitated by the proliferation of workforce and business data housed respectively in HRIS and other electronic information systems. Easy to access, and increasingly inexpensive to store, these data permit the kind of deep-dive controlled statistical modeling and/or pure data mining that were almost unthinkable a generation before. Moreover, advances in technology that make these data and powerful statistical modeling tools readily accessible are contributing to speedy advance of Workforce Sciences as a core management discipline. Workforce sciences has its own theory, discipline and methods for identifying and measuring the human capital drivers of business performance. The foundations for this science derive from the bourgeoning academic research on behavior in organizations, particularly academic studies of the links between various workforce management practices and performance. From economics, some of the core foundational theory dates from the 1960s in work done in academia by Jacob Mincer (1958), Theodore Schultz (1963), and Gary Becker (1964). But it was the development in the late 1970s, 1980s and 1990s of what is called, the New Economics of Personnel (Lazear, Personnel Economics, 1995 ) that provided the core theoretical models in economics on which Workforce Sciences has drawn. More recently the surging interest in behavioral economics, with its integration of Economics, Psychology and (increasingly) Neuroscience, has produced a new body of theoretical and empirical work that adds whole new insights and approaches that feed Workforce Sciences. On the business side, this research base is being synthesized by pioneering practitioners into new methods for evidence-based management of human capital. The consulting firm, Mercer, has been a leading pioneer in the development of this new science, launching a substantial and sustained R&D effort in this area in 1993. Their Workforce Sciences Institute () is the culmination of twenty years of research and practice in the development and practical application of quantitative methods such as Internal Labor Market Analysis and Business Impact Modeling to measure the economic impact of workforce practices in organizations and strengthen the effectiveness of human capital management. Workforce Sciences is still in its formative stage as a management discipline. But the approach has taken root, measurement techniques are quickly advancing, and more and more organizations are creating workforce analytics departments of their own to produce the kind of workforce intelligence required to compete effectively in the modern economy. As organizations increasingly recognize the singular importance of talent as the source of competitive advantage, the advance of Workforce Sciences is only likely to accelerate. ;〔Haig R. Nalbantian, Richard Guzzo, Dave Kieffer and Jay Doherty, Play to Your Strengths, Managing Internal Labor Markets, McGrawHill, 2004〕 抄文引用元・出典: フリー百科事典『 ウィキペディア（Wikipedia）』 ■ウィキペディアで「Workforce sciences」の詳細全文を読む スポンサード リンク
|