The National Aeronautics and Space Administration (NASA) is experiencing a fundamental mission shift. Initially established in 1958 as a response to the Sputnik challenge, the agencys mission has long included space exploration, aeronautics research, and other scientific pursuits. Under the newly established Vision for Space Exploration (Vision), NASA has an ambitious agenda to expand its role in exploration not only to establish a permanent lunar outpost on the Moon, but also to go to Mars and beyond. The Vision, along with the agencys planned phaseout of the Shuttle Program and reductions in various aeronautics and scientific programs, will require significant workforce and programmatic changes. Because NASAs organizational structure and workforce grew up around its previous mission, the agency is experiencing an inevitable tension between the need to make significant changes to adjust to the new direction while also protecting its current workforce. NASA is constrained by its budget, Title 5's civil service rules and requirements, and a Congressional ban on reduction-in-force. In order to respond to changing mission objectives, program redirection, and budget imperatives, NASA recognized that it must develop a flexible, scalable workforce. The Administrator has emphasized the need for a strong, technically competent civil service to provide oversight and smart buyer capability. The Panel believes it is critical for the agency to develop processes that ensure it has the right people, with the right skills, at the right time, in the right place.
NASA: Balancing a Multisector Workforce to Achieve a Healthy Organization
2007
242 pages
Report
No indication
English
Personnel Management, Labor Relations & Manpower , Public Administration & Government , Aeronautics & Aerodynamics , Space Technology , Workforce , Government employees , Personnel management , Financial management , Employment , Space exploration , Challenges , Mission , Management planning , National Aeronautics and Space Administration(NASA)
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