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Simulation of career development in the European Commission

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Simulation of career development in the European Commission. / Onggo, B S S; Pidd, M; Soopramanien, D G R et al.
In: Interfaces, Vol. 40, No. 3, 05.2010, p. 184-195.

Research output: Contribution to Journal/Magazine › Journal article › peer-review

Harvard

Onggo, BSS, Pidd, M, Soopramanien, DGR & Worthington, DJ 2010, 'Simulation of career development in the European Commission', Interfaces, vol. 40, no. 3, pp. 184-195. https://doi.org/10.1287/inte.1100.0489

APA

Onggo, B. S. S., Pidd, M., Soopramanien, D. G. R., & Worthington, D. J. (2010). Simulation of career development in the European Commission. Interfaces, 40(3), 184-195. https://doi.org/10.1287/inte.1100.0489

Vancouver

Onggo BSS, Pidd M, Soopramanien DGR, Worthington DJ. Simulation of career development in the European Commission. Interfaces. 2010 May;40(3):184-195. doi: 10.1287/inte.1100.0489

Author

Onggo, B S S ; Pidd, M ; Soopramanien, D G R et al. / Simulation of career development in the European Commission. In: Interfaces. 2010 ; Vol. 40, No. 3. pp. 184-195.

Bibtex

@article{6e7c45155b9243cebef8f894cbf06995,
title = "Simulation of career development in the European Commission",
abstract = "The European Commission (the Commission) employs more than 22,000 officials who provide administrative services to the European Union. In 2003, the Commission introduced a performance appraisal and promotion system based on points that the officials earn each year. In 2006, the Commission realized that the system needed to be revised. To support the review process, the Commission invited tenders for a project to develop simulation models that it could use to project the future performance of the existing system. A team from Lancaster University won the bid and subsequently worked closely with Commission officials to develop a new system. In 2009, the stakeholders in the Commission's performance appraisal and promotion system agreed to implement the improved system. The simulation model is unusual in the field of manpower planning because it models the consequences of appraisal-system rules. It uses novel, accurate, and efficient sampling techniques that are based on regression models of the underlying relationships in the data. The model was a crucial part of renegotiating the appraisal and promotion system and implementing a new system.",
keywords = "simulation , application , statistical data analysis , manpower planning , government",
author = "Onggo, {B S S} and M Pidd and Soopramanien, {D G R} and Worthington, {D J}",
year = "2010",
month = may,
doi = "10.1287/inte.1100.0489",
language = "English",
volume = "40",
pages = "184--195",
journal = "Interfaces",
issn = "0092-2102",
publisher = "INFORMS Inst.for Operations Res.and the Management Sciences",
number = "3",

}

RIS

TY - JOUR

T1 - Simulation of career development in the European Commission

AU - Onggo, B S S

AU - Pidd, M

AU - Soopramanien, D G R

AU - Worthington, D J

PY - 2010/5

Y1 - 2010/5

N2 - The European Commission (the Commission) employs more than 22,000 officials who provide administrative services to the European Union. In 2003, the Commission introduced a performance appraisal and promotion system based on points that the officials earn each year. In 2006, the Commission realized that the system needed to be revised. To support the review process, the Commission invited tenders for a project to develop simulation models that it could use to project the future performance of the existing system. A team from Lancaster University won the bid and subsequently worked closely with Commission officials to develop a new system. In 2009, the stakeholders in the Commission's performance appraisal and promotion system agreed to implement the improved system. The simulation model is unusual in the field of manpower planning because it models the consequences of appraisal-system rules. It uses novel, accurate, and efficient sampling techniques that are based on regression models of the underlying relationships in the data. The model was a crucial part of renegotiating the appraisal and promotion system and implementing a new system.

AB - The European Commission (the Commission) employs more than 22,000 officials who provide administrative services to the European Union. In 2003, the Commission introduced a performance appraisal and promotion system based on points that the officials earn each year. In 2006, the Commission realized that the system needed to be revised. To support the review process, the Commission invited tenders for a project to develop simulation models that it could use to project the future performance of the existing system. A team from Lancaster University won the bid and subsequently worked closely with Commission officials to develop a new system. In 2009, the stakeholders in the Commission's performance appraisal and promotion system agreed to implement the improved system. The simulation model is unusual in the field of manpower planning because it models the consequences of appraisal-system rules. It uses novel, accurate, and efficient sampling techniques that are based on regression models of the underlying relationships in the data. The model was a crucial part of renegotiating the appraisal and promotion system and implementing a new system.

KW - simulation

KW - application

KW - statistical data analysis

KW - manpower planning

KW - government

U2 - 10.1287/inte.1100.0489

DO - 10.1287/inte.1100.0489

M3 - Journal article

VL - 40

SP - 184

EP - 195

JO - Interfaces

JF - Interfaces

SN - 0092-2102

IS - 3

ER -