Looking to the Future

What Does Transformation Mean for Military Manpower and Personnel Policy?

by Beth J. Asch, James Hosek

Download

Download eBook for Free

FormatFile SizeNotes
PDF file 0.3 MB

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

Purchase

Purchase Print Copy

 FormatList Price Price
Add to Cart Paperback50 pages $23.00 $18.40 20% Web Discount

The purpose of the military's transformation effort is to ensure that it has the capabilities it needs to defend the United States against a spectrum of unknown and uncertain threats. Such transformation requires a reassessment of both the military's current manpower and personnel policies and the factors that will affect the continued success of the all-volunteer force over the next decade and beyond. This paper, prepared for the Conference on the All-Volunteer Force After 30 Years, describes how transformation is defined in the military and discusses the likely implications of transformation for military manpower requirements and whether the existing military personnel management and compensation systems support those transformation-related goals. Finally, it examines the types of personnel management and compensation policy changes that might be required. The authors conclude that the major challenge to transforming the military compensation and personnel management systems is increasing the flexibility for managing personnel and supporting a culture of creativity, entrepreneurial activity, and intelligent risk-taking. They examine several compensation approaches: expanded performance appraisals; awards for creativity and innovation; a voluntary duty assignment system; and pay-for-performance schemes.

The research described in this report was sponsored by 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 supported by the OSD, the Joint Staff, the unified commands, and the defense agencies.

This report is part of the RAND Corporation occasional paper series. RAND occasional papers may include an informed perspective on a timely policy issue, a discussion of new research methodologies, essays, a paper presented at a conference, or a summary of work in progress. All RAND occasional papers undergo rigorous peer review to help ensure that they meet high standards for research quality and objectivity.

Permission is given to duplicate this electronic document for personal use only, as long as it is unaltered and complete. Copies may not be duplicated for commercial purposes. Unauthorized posting of RAND PDFs to a non-RAND Web site is prohibited. RAND PDFs are protected under copyright law. For information on reprint and linking permissions, please visit the RAND Permissions page.

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.