Future Career Management Systems for U.S. Military Officers
Jan 1, 1994
An Objectives-Based Design
|PDF file||4.5 MB||
Use Adobe Acrobat Reader version 10 or higher for the best experience.
|Add to Cart||Paperback136 pages||$30.00||$24.00 20% Web Discount|
This report is a follow-on to MR-470-OSD, Future Career Management Systems for U.S. Military Officers, 1994. The earlier study determined a range of likely future officer requirements and a number of alternative career management systems. It did not attempt to define a "best" system because it lacked the objectives component — what the system was to accomplish. The current report does design a "best" officer career system, defined as one that most fully satisfies 11 ranked objectives determined by a process that included interviews with a group of senior military and civilian officials. The authors describe the process used to determine the objectives of the career management system and the weights accorded those objectives by policymakers. They then illustrate how the methodology is used and present the career management system that results for line officers. A sensitivity analysis and six appendices are included.
Purpose of This Study, Methodology, and Organization
Personnel Functions, Aspects, and Alternatives
Objectives of the Officer Career Management System
Linking Alternatives to Objectives: Evaluation Measures
Deriving an Officer Career Management System
Example of Determining an Aspect
Feasibility of Supply
Other Skill Groups
This research was conducted within RAND's National Defense Research Institute.
This report is part of the RAND Corporation Monograph report series. The monograph/report was a product of the RAND Corporation from 1993 to 2003. RAND monograph/reports presented major research findings that addressed the challenges facing the public and private sectors. They included executive summaries, technical documentation, and synthesis pieces.
This document and trademark(s) contained herein are protected by law. This representation of RAND intellectual property is provided for noncommercial use only. Unauthorized posting of this publication online is prohibited; linking directly to this product page is encouraged. Permission is required from RAND to reproduce, or reuse in another form, any of its research documents for commercial purposes. For information on reprint and reuse permissions, please visit www.rand.org/pubs/permissions.
The RAND Corporation is a nonprofit institution that helps improve policy and decisionmaking through research and analysis. RAND's publications do not necessarily reflect the opinions of its research clients and sponsors.