全球智库信息集成服务系统

• STEM workers are more productive and innovative when organizational culture and climate promote four key characteristics: autonomy, collaboration, focus on substantive work, and flexible work arrangements.
• Women in STEM need role models provided by other women who have succeeded in their respective fields, family friendly policies, opportunities for professional growth, and a work environment free of negative stereotypes and of sexual harassment.
• Extending the professional-development opportunities of the civilian STEM workforce and tailoring the rewards, recognition, and performance-management systems to match individual inclinations and interest in technical versus management tracks are likely to optimize the performance of the existing STEM workforce within the Air Force.
• A network of autonomous cells or task forces represents the structure most likely to provide the STEM employees with a culture and climate fostering autonomy, collaboration, focus on substantive work, and flexibility.

The U.S. Air Force's ability to accomplish national security goals relies heavily on research advances in the science, technology, engineering, and mathematics (STEM) fields. The current shortage of STEM professionals has a direct impact on how the Air Force carries out its mission. Addressing the gap in the Air Force's civilian STEM workforce and optimizing the productivity of its existing civilian STEM employees falls squarely within the Air Force's responsibility. Because of concerns over the shortage of civilian STEM professionals, especially those with advanced degrees, Air Force leadership asked RAND Project AIR FORCE (PAF) to explore the existing academic and professional literature on STEM workforce to gain insights into how organizations such as the Air Force should manage, support, and organize their current civilian STEM workers to best leverage their talents and thereby maximize performance.

PAF engaged in an extensive survey of the relevant literature for the study. First, the authors provided a brief overview of the differences between modern knowledge organizations, in contrast to traditional manufacturing or industrial organizations. Second, they described the characteristics of work that most appeal to STEM workers and drive their productivity. Third, the authors discussed human-capital functions that relate to the performance of STEM workers. Fourth, they discussed the changes in organizational structure most likely to foster STEM employees' productivity and innovation. Finally, the last section of this report summarizes the researchers' findings and recommendations.

• Chapter One

  Introduction

• Chapter Two

  Optimizing the Alignment Between Work and STEM Professional Characteristics

• Chapter Three

  Human Capital Functions

• Chapter Four

  The Role of Organizational Structure in Optimizing Performance of STEM Workers

• Chapter Five

  Conclusions and Recommendations