dc.contributor.author	Markert, Abby J.
dc.coverage.spatial	United States	en_US
dc.date.accessioned	2019-09-05T14:45:54Z
dc.date.available	2019-09-05T14:45:54Z
dc.date.issued	2019-05
dc.identifier.other	9C494C3B-B4D8-34AF-4ABD-7D84FC435DFE	en_US
dc.identifier.uri	https://hdl.handle.net/10428/3936
dc.description.abstract	Job rotation is a personnel development technique that affords personnel with opportunities to achieve greater diversification in their experiences, greater depth in their functional knowledge, and greater exposure to all of the technical competencies associated with working in their chosen career field. This technique has been particularly popular for developing DoD personnel (military and non-military alike) who work in the contracting career field. By rotating personnel to different offices, contracting organizations within the DoD can ensure that their knowledgeable, capable, and proficient workforce continues to grow, learn, and contribute to the organization’s success. However, without adequate office-specific competency models to illustrate what competency strengths exist in each office and what competency-based learning opportunities are available in each, no assurances can be made regarding the benefit to be gained by rotating an employee from one office to another. Thus, this case study explores the workloads of each contracting office that exist within a particular organization in order to 1) identify the unique workload aspects of each office, 2) discover the competency-building strengths and learning opportunities that are available in each office, and 3) develop a practical reference manual of office-specific competency models for future strategic rotation planning purposes. An action research approach was applied to execute this case study. The behavioral event interviewing (BEI) method was used to conduct semi-structured interviews, and qualitative analytical strategies were used to analyze the responses gathered from 25 interview participants. A plethora of existing data from two publicly available databases was also compiled and analyzed. Subsequent results and conclusions focus upon differentiating the five offices that share the greatest contiguity of workload themes since all other contracting offices were found to be distinguishable from one another based on dissimilar workload factor combinations alone. However, a reference manual was developed in which all contracting offices were assessed and office-specific competency models were developed to illustrate the competency-building strengths and learning opportunities available in each office.	en_US
dc.description.tableofcontents	Chapter I: INTRODUCTION 1 -- Background: Workforce Development in the Department of Defense 4 -- DAU Formal Course Training vs. On-the-Job Training 6 -- Explicit vs. Tacit Knowledge 8 -- Statement of the Problem 10 -- Purpose of the Study 12 -- Research Questions 12 -- Research Goals 13 -- Significance of the Study 13 -- Chapter Summaries 14 -- Chapter II: LITERATURE REVIEW 16 -- Organization Theory & Its Evolution 16 -- Pragmatism 19 -- Competency-Based Management 25 -- Competency identification. 28 -- Competency model(ing). 29 -- Purpose and use. 30 -- Traditional job analysis vs. competency modeling. 32 -- Approaches to competency modeling. 34 -- Competency assessment. 40 -- The Pursuit of Competency-Based Management in DoD Contracting 40 -- Competency-Based Management in DoD Contracting: One Agency’s Attempt 44 -- Competency-Based Management in DoD Contracting: Beyond the Initial DoD -- Study 45 -- This Case Study 47 -- Chapter III: METHODOLOGY 50 -- Research Environment 52 -- Researcher Positionality 54 -- Research Design 55 -- Data collection. 58 -- Population, participants, and sampling technique. 58 -- Data collection strategies. 59 -- Data processing. 62 -- Data analysis. 64 -- Limitations of the Study. 68 -- Quality Assurance 69 -- Chapter IV: FINDINGS 71 -- Introduction 71 -- Establishing a Frame of Reference 74 -- Office-Specific Findings 75 -- Grounds for Comparison. 76 -- Research Question 1 79 -- L-2. 79 -- L-6. 81 -- L-10. 83 -- S-3. 85 -- S-6. 87 -- Summary. 88 -- Competency Model Development 88 -- Research Question 2 90 -- Summary. 93 -- Research Question 3 94 -- L-2. 103 -- L-6. 106 -- L-10. 108 -- S-3. 112 -- S-6. 113 -- Summary. 116 -- Chapter Summary 117 -- Chapter V: DISCUSSION 120 -- Overview 120 -- Discussion of Chapter Four Findings on Five Selected Offices 121 -- Broader Implications of the Chapter Four Findings 123 -- Findings on All 28 Offices Covered in the Reference Manual 123 -- Implementation Strategy 125 -- Limitations of the Study. 126 -- Recommendations for Future Research 128 -- Contributions to the Existing Literature 130 -- Conclusion 131 -- REFERENCES 133 -- APPENDIX A: DoD Contracting Competency Model (High-Level) 151 -- APPENDIX B: DoD Contracting Competency Model (Detailed) 153 -- APPENDIX C: Air Force Contracting Master Task List (MTL) 160 -- APPENDIX D: Audio-Recorded Informed Consent Statement 184 -- APPENDIX E: Signed Authorization Letter 186 -- APPENDIX F: IRB Exemption Report 189 -- APPENDIX G: Robins Contracting Competency List 191 -- APPENDIX H: Interview Protocols 195 -- APPENDIX I: Invitation to Participate. 201 -- APPENDIX J: Reference Manual for Robins Contracting 203 -- APPENDIX K: Regulatory Citations: Regulatory Language.	en_US
dc.format.extent	1 electronic document, 365 pages.	en_US
dc.format.mimetype	application/pdf	en_US
dc.language.iso	en_US	en_US
dc.rights	This dissertation is protected by the Copyright Laws of the United States (Public Law 94-553, revised in 1976). Consistent with fair use as defined in the Copyright Laws, brief quotations from this material are allowed with proper acknowledgement. Use of the materials for financial gain with the author's expressed written permissions is not allowed.	en_US
dc.subject	Action research	en_US
dc.subject	Case studies	en_US
dc.subject	Competency	en_US
dc.subject	Contractors	en_US
dc.subject	Dissertations, Academic--United States	en_US
dc.subject	Government contractors	en_US
dc.subject	Occupational training	en_US
dc.title	Developing Competency Models: An Action Research Case Study to Explore How Development Opportunities Differ Across Contracting Offices in Robins Contracting	en_US
dc.type	Dissertation	en_US
dc.contributor.department	Department of Political Science of the College of Arts and Sciences	en_US
dc.description.advisor	Peterson, James W.
dc.description.committee	Peterson, Bonnie E.
dc.description.committee	Bauer, Jeremy
dc.description.committee	Cruz, Becky K. da
dc.description.degree	D.PA.	en_US
dc.description.major	Public Administration	en_US