Human Capital Management As a Federal agency, the process of workforce planning and strategy of Human Capital Management (HCM) throughout the Federal Government is outlined in the Office of Personnel Management (OMP) (U.S Office of Personnel Management, n.d.). Kiyonaga states, “Workforce planning is the process of identifying the positions, skills, and competencies that will be required in the future” (Kiyonaga as cited by Selden, 2009, p. 23). This is further outlined in The Department of Veterans Affairs, Human Resource Strategic Plan ~ 2005-2010, “Agencies will endeavor to ensure that they maintain a citizen-centered and mission-focused workforce that has the skills and experience to meet the needs of veterans today and into the future”
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88). Allowing employees to have a degree of freedom and discretion can lead to greater job satisfaction. Pink (2009) states “Motivation 2.0 goal was to seek compliance, Motivation 3.0 seeks engagement and only engagement can produce mastery”. Whereas autonomy is of the greatest importance, mastery is equally significant.
Mastery
Autonomy and mastery are essential to Type I behavior. According to self-determination theory (SDT) research, “… people oriented towards autonomy and intrinsic motivation have higher self-esteem, better interpersonal relationships, and greater general well-being than those of extrinsically motivated” (Pink, 2009, p.78). According to Gallup’s research, more than 50 percent of employees are engaged at work and 20 percent are actively disengaged (p. 100). As a manager, you need to create an environment where employees desire to come to work.
Mastery of Type 1 behavior is the desire to become better and better at something that matters. As a manager, you should consider adjusting what your employees must accomplish by looking at what they can accomplish. If a task becomes too challenging, they will become worried and if it becomes too simple, they will get bored. Pink (2009), argues the benefit of a carrot may possibly improve your chance of success by following these three important …show more content…
Therefore, equal pay for equal work. Establishing Pay as an agency of the Department of Veterans Affairs, the Mid-Atlantic Consolidated Patient Account Center (MAPAC) in a way, utilizes a performance base system. Pynes (2013), states “When establishing pay ranges, employers must look at the degree of overlap (the amount of comparability of pay between pay grades) in adjacent pay ranges” (p. 218). As federal employees, we fall under the General Service Pay Scale. As Pynes (2013), further states, “The amount of overlap between pay grades signify the similarities in responsibilities, duties, and KSAOGs of the job whose pay ranges overlap” (p. 218). For example, a person is hired as a GS-5/6 and after one year if they demonstrate proficiency, they will advance to the next pay grade. Once they are at the maximum pay grade, thereafter, each year they will have a step increase. With each step increase, an employee will see higher
88). Allowing employees to have a degree of freedom and discretion can lead to greater job satisfaction. Pink (2009) states “Motivation 2.0 goal was to seek compliance, Motivation 3.0 seeks engagement and only engagement can produce mastery”. Whereas autonomy is of the greatest importance, mastery is equally significant.
Mastery
Autonomy and mastery are essential to Type I behavior. According to self-determination theory (SDT) research, “… people oriented towards autonomy and intrinsic motivation have higher self-esteem, better interpersonal relationships, and greater general well-being than those of extrinsically motivated” (Pink, 2009, p.78). According to Gallup’s research, more than 50 percent of employees are engaged at work and 20 percent are actively disengaged (p. 100). As a manager, you need to create an environment where employees desire to come to work.
Mastery of Type 1 behavior is the desire to become better and better at something that matters. As a manager, you should consider adjusting what your employees must accomplish by looking at what they can accomplish. If a task becomes too challenging, they will become worried and if it becomes too simple, they will get bored. Pink (2009), argues the benefit of a carrot may possibly improve your chance of success by following these three important …show more content…
Therefore, equal pay for equal work. Establishing Pay as an agency of the Department of Veterans Affairs, the Mid-Atlantic Consolidated Patient Account Center (MAPAC) in a way, utilizes a performance base system. Pynes (2013), states “When establishing pay ranges, employers must look at the degree of overlap (the amount of comparability of pay between pay grades) in adjacent pay ranges” (p. 218). As federal employees, we fall under the General Service Pay Scale. As Pynes (2013), further states, “The amount of overlap between pay grades signify the similarities in responsibilities, duties, and KSAOGs of the job whose pay ranges overlap” (p. 218). For example, a person is hired as a GS-5/6 and after one year if they demonstrate proficiency, they will advance to the next pay grade. Once they are at the maximum pay grade, thereafter, each year they will have a step increase. With each step increase, an employee will see higher