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

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 structures for U.S. army officials, 1994. the sooner research decided a number most likely destiny officer specifications and a few substitute occupation administration platforms. It didn't try and outline a most sensible procedure since it lacked the ambitions component―what the process used to be to complete. the present file does layout a most sensible officer occupation method, outlined as person who such a lot totally satisfies eleven ranked ambitions decided by way of a approach 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 occupation administration method and the weights accorded these ambitions via policymakers. They then illustrate how the technique is used and current the profession administration method that effects for line officials. A sensitivity research and 6 appendices are incorporated.

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Promotion opportunities can be either fixed or selective. A fixed system guarantees the percentage of officers who will be promoted. This rate is determined years in advance of the promotions and is “guaranteed” to the officers. The current officer promotion system is a fixed system. A selective promotion opportunity promotes officers to satisfy grade requirements. It is worth noting that the fixed promotion rates could be consistently lower than the selective rates; the difference is not in the number of officers promoted, but in the way the promotion opportunity is determined.

For instance, for entry point, an aspect of accessing, we consider four alternatives: all officers enter at the earliest career level, transfer laterally from civilian life at any point in a career, enter laterally from prior service—commissioned or enlisted—or the reserve component, or some combination. Designing an OCMS entails making decisions about these alternatives, which in turn determines the aspects. The research team designed the alternatives considered here. 1 shows, we drew heavily on the earlier report.

With its focus on the profession, our definition contrasts with others that focus on the individual and define a career as a sequence of jobs, regardless of profession or level. 4 Determining that an element is a goal in and of itself means that the top of the hierarchy has been reached. In the descriptions of the resulting objectives, foster careers is one of four broad considerations, and providing career satisfaction is one of 11 objectives. Promotion practices appear later in the process as a means of obtaining the objective of career satisfaction.

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