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The Eighth Quadrennial Review of Military Compensation's (QRMC's) presidential charter called for designing a military compensation system suitable for the needs of the Department of Defense in the twenty-first century. The QRMC reviewed military human resource management (HRM) theory and practice and concluded that no one HRM system would meet the varying needs of the diverse elements within DoD, and it recommended a contingency approach based on a process of matching HRM systems to strategic organizational objectives. In support of the Eighth QRMC's overall objectives, RAND undertook a body of research to examine the potential benefits of greater (or, in some cases, lesser) differentiation. This report provides the results of that research. It describes and assesses the current military HRM system, identifies and evaluates alternatives to that system, recommends approaches for testing or implementing the most-promising alternatives (reduce weight of human capital development in promotions, reduce weight of occupational differences in promotions, increase special pay/bonuses, relax lateral-entry rules), and presents conclusions.

Table of Contents

  • Chapter One

    Introduction

  • Chapter Two

    Evaluating the Current Military HRM System

  • Chapter Three

    Identifying and Evaluating Differentiation Alternatives

  • Chaper Four

    Implementation Issues

  • Chapter Five

    Conclusions

  • Appendix A

    Military Base Visits: Methodology and Pilot Data Set

  • Appendix B

    Linking HRM to Behavior — Theory, Evidence, and Implications

  • Appendix C

    Accountability in Military Organizations

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.

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