Management perceptions of Contract Support Services: A case study of a technical organization, 1989 through 199

Purpose. The perceptions of management in technical line organizations of the Pacific Missile Test Center with respect to the utilization of Contract Support Services (CSS) for accomplishing mission functions were studied in this dissertation.;Theoretical framework. Derived demand theory purports that the employer's demand for labor/technological services is a means to an end. Labor is an input to the production process which results in the employer's receiving the benefits (e.g. incentives, quality, time-based) from the increased productive activity. This theory applies to the increased workload demand situation at Pacific Missile Test Center where the requirement for increased expertise cannot be met using in-house personnel. This dissertation is designed to clarify the perceptions of civil service managers and how they view the utilization of Contract Support Services to meet project milestones.;Methodology. Descriptive research was selected as the most appropriate method for this study. Eight major departments within the Pacific Missile Test Center were selected to be surveyed. Questionnaires were designed to elicit the perceptions of the directorate, division, and branch managers. One hundred questionnaires were distributed, of which eighty-three were returned. The study was limited to Pacific Missile Test Center because of its unique status as a test and development center. The majority of the managers surveyed had direct experience with Contract Support Services, and those who did not were indirectly affected and keenly aware of the Contract Support Services' presence at the center. The data were interpreted in three comparative categories: (1) combined overall managerial response, (2) managers with 0-19 years of experience, and (3) managers with 20-plus years of experience. The comparative test was used to determine if significant variance existed between managerial groups. The Harvey and Brown model of organizational development was used to analyze the emerging stages of change impacting PMTC and to identify the approaches used to meet the increased demand for productivity and its management of CSS.;Findings. The study found that Contract Support Services was a suitable manpower option for (1) meeting burgeoning workload requirements, (2) providing special/unique expertise, (3) where the capability does not exist, (4) standby/backup where workload fluctuates, (5) short term efforts where time does not permit civil service staffing, (6) timely service, (7) performing with minimal training and direction, and (8) providing product/services at a reasonable cost. The study found the following to be detrimental to the civil service workforce: when (1) CSS personnel exceed the 1:1 ratio, (2) CSS attempts to take over a program management function, and (3) CSS attempts to represent the government at decision meetings. A final concern by civil service managers is that they cannot always distinguish between Contract Support Services employees and civil service employees.;Conclusions and recommendations. Three main conclusions were drawn from the study: (1) individuals who have Contract Support Services experience will be more favorably inclined toward the use of Contract Support Services in the future; (2) individuals who have many years of employment history with the center are more inclined to accept Contract Support Services as an alternative; (3) individuals who occupy higher management positions in the organization are more favorably inclined toward the use of Contract Support Services. When the research was initiated, perceptions indicated that Contract Support Services were not well received by management. The perception went further, indicating that senior managers might be the most resistant to receiving Contract Support Services. The study suggests that this is not the case. (Abstract shortened by UMI.).