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 examine decided quite a number most likely destiny officer requisites and a couple of substitute occupation administration platforms. It didn't try and outline a top procedure since it lacked the targets component―what the process was once to complete. the present file does layout a top officer occupation procedure, outlined as one who such a lot totally satisfies eleven ranked goals decided via a method that integrated interviews with a gaggle of senior army and civilian officers. The authors describe the method used to figure out the targets of the profession administration process and the weights accorded these targets by means of 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 integrated.
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Additional info for A Future Officer Career Management System: An Objectives-Based Design
This view of an officer’s career is important because it promotes the commitment and dedication required to develop a highly competent officer corps. 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.
3, May–June 1988, p. 396. , p. 404. 3 E. S. Quade, Analysis for Public Decisions, New York: American Elsevier, 1975, p. 84. 27 28 A Future Officer Career Management System We cast a wide net in our effort to capture objectives and based our effort on multiple sources of information, including an extensive review of career management literature; intensive discussions with experts; and multiple seminars with military and nonmilitary influencers, stakeholders, and decisionmakers over a three-year period.
3 shows how the three alternatives scored against the five objectives. We derive these values in a manner similar to the one we used for objective 1. At this point, we could simply average values to determine which alternative best accomplishes the objective set—the one with the highest average score. But that approach assumes that all objectives have equal value, and we know from the interview with the policymakers that they regard some objectives as much more important than others. So we need to take the relative importance of the objectives into account before deciding which alternative best accomplishes all objectives.