A Future Officer Career Management System: An by Harry J. Thie, Clifford M. Graff, Margaret C. Harrell, Mark

By Harry J. Thie, Clifford M. Graff, Margaret C. Harrell, Mark Berends, Roger A. Brown

This document is a follow-on to MR-470-OSD, destiny profession administration platforms for U.S. army officials, 1994. the sooner examine decided a number of most probably destiny officer necessities and a couple of substitute occupation administration structures. It didn't try to outline a most sensible procedure since it lacked the goals component―what the method used to be to complete. the present file does layout a most sensible officer occupation process, outlined as one who such a lot totally satisfies eleven ranked pursuits decided via a procedure that integrated interviews with a gaggle of senior army and civilian officers. The authors describe the method used to figure out the pursuits of the profession administration procedure and the weights accorded these targets by means of policymakers. They then illustrate how the method is used and current the profession administration approach that effects for line officials. A sensitivity research and 6 appendices are incorporated.

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Likewise, we assumed that those who performed poorly would be removed from the system. However, we did not evaluate the effect of changes on supply, and these would have to be assessed before making any substantial changes. Objectives of the Officer Career Management System 31 THE RESULTING OBJECTIVES FRAMEWORK At the top of the hierarchical framework of objectives is the overarching purpose of officer career management: to develop and deploy the nation’s human capital to satisfy national security needs.

Kirkwood, Multiobjective Decision Analysis, Department of Decision and Information Analysis, Arizona State University, 1995. , cannot be too numerous or too few). In other words, the objectives must represent a complete list and adequately cover all concerns relevant to the effort; additional objectives cannot be determined later in the effort. The objectives must not be redundant or depend upon one another; that is, an objective’s rank should not depend upon the ranking another objective receives.

While participating with the QRMC was not part of the research proposal, it was determined to be in the mutual interest of our study as well as the QRMC. This permitted us an additional opportunity to test our interview and feedback process. 36 A Future Officer Career Management System invited the participants to change their preferences if they felt their views had been misrepresented. Four out of 22 individuals altered their paired choices once they saw the preferences that resulted from their initial responses.

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