Download eBook for Free

Full Document

FormatFile SizeNotes
PDF file 0.6 MB

Use Adobe Acrobat Reader version 10 or higher for the best experience.

Summary Only

FormatFile SizeNotes
PDF file 0.1 MB

Use Adobe Acrobat Reader version 10 or higher for the best experience.


Purchase Print Copy

 Format Price
Add to Cart Paperback140 pages $25.00

The Department of Defense has suggested that “blending” active component and reserve component workforces in military units must be implemented more broadly to better capitalize on the capabilities and strengths of the reserve components, thus leading to a more flexible, capable force. RAND researchers examined existing organizational designs that facilitate integration of the reserve and active workforces to ascertain whether changed personnel management practices are needed to help implement those organizational designs. They reviewed service reports and directives and other relevant literature on the subject, including the organizational change literature, and interviewed service officials and subject matter experts. They conclude that workforce integration efforts aimed at improving operational accomplishment of mission, balancing operations tempo, and increasing capital asset utilization would be more successful than efforts aimed at other goals, such as resolving personnel management differences. The authors recommend that adapting what works within a service to other functional areas in the service is a better near-term workforce integration strategy than replicating forms of integration across services; that the services should provide policy guidance for workforce integration; and that the services should consider performing more evaluation of workforce integration against the goals they have set out for it.

The research described in this report was prepared for the Office of the Secretary of Defense (OSD). The research was conducted in the RAND National Defense Research Institute, a federally funded research and development center sponsored by the OSD, the Joint Staff, the Unified Combatant Commands, the Department of the Navy, the Marine Corps, the defense agencies, and the defense Intelligence Community.

This report is part of the RAND monograph series. RAND monographs present major research findings that address the challenges facing the public and private sectors. All RAND monographs undergo rigorous peer review to ensure high standards for research quality and objectivity.

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

RAND 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.