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 occupation administration platforms for U.S. army officials, 1994. the sooner research decided a variety of most probably destiny officer requisites and a couple of replacement occupation administration platforms. It didn't try and outline a most sensible method since it lacked the ambitions component―what the procedure used to be to complete. the present file does layout a top officer profession procedure, outlined as one who such a lot absolutely satisfies eleven ranked goals decided through a approach that incorporated interviews with a gaggle of senior army and civilian officers. The authors describe the method used to figure out the goals of the profession administration method and the weights accorded these targets by way of policymakers. They then illustrate how the technique is used and current the occupation administration procedure 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
The curve now reflects the policymakers’ preference for alternatives that save money and aversion to those that increase costs. 42) reflects the policymakers’ dissatisfaction with maintaining status quo costs and their preference for cost savings. Correspondingly, alternative C receives a lower score because it represents a significant cost increase, and alternative B a higher one because it brings significant savings. 1 compares the scores with and without the single-value function. The difference between scores represents the policy significance of the change in costs from lower to higher.
Thus, in this example, we would evaluate three alternatives against five objectives and derive 15 values. 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.
Many of the objectives initially suggested do not appear in the final set. Throughout the process of identifying objectives, we encountered problems typical of such efforts. Objectives may not be clearly envisioned. Multiple objectives may conflict with one another, and objectives are frequently difficult to distinguish from means to accomplish them. For example, total quality management or rapid promotion may be proffered as objectives. However, each actually pursues another goal. Total quality management improves product reliability, which in turn yields increased customer satisfaction.
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