Role reassignment and resource management in human organizations
We use an agent-based social simulation to study the effects of role reassignment on resource management in a human organization. As a model organization we use the 446 Force Support Squadron of the United States Air Force. We simulate different role reassignment policies where members of the organization can be reassigned at their request, at the request of the organization, or as a combination of both of these policies. We also consider at what point in an individual’s career is the best time to change roles. We conclude that a compromise between organizational needs and individual needs results in higher productivity. In addition we conclude that mid-career reassignment is better for the organization than early or late career reassignment.