The armed services must attract, retain, and promote high-quality personnel. This monograph examines their ability to meet these goals in the past. Using the quality index, we find that those who complete their first terms, who stay until year of service (YOS) 8 or YOS12, and those who are promoted to higher grades are significantly higher quality. Our conclusions differ from those drawn from traditional measures because our measure includes information that cannot be predicted at entry but is instead revealed on the job.
The Noncommissioned Officer and Petty Officer BACKBONE of the Armed Forces. Introduction The Backbone of the Armed Forces To be a member of the United States Armed Forces--to wear the uniform of the Nation and the stripes, chevrons, or anchors of the military Services--is to continue a legacy of service, honor, and patriotism that transcends generations. Answering the call to serve is to join the long line of selfless patriots who make up the Profession of Arms. This profession does not belong solely to the United States. It stretches across borders and time to encompass a culture of service, expertise, and, in most cases, patriotism. Today, the Nation's young men and women voluntarily take an oath to support and defend the Constitution of the United States and fall into formation with other proud and determined individuals who have answered the call to defend freedom. This splendid legacy, forged in crisis and enriched during times of peace, is deeply rooted in a time-tested warrior ethos. It is inspired by the notion of contributing to something larger, deeper, and more profound than one's own self. Notice: This is a printed Paperback version of the "The Noncommissioned Officer and Petty Officer BACKBONE of the Armed Forces". Full version, All Chapters included. This publication is available (Electronic version) in the official website of the National Defense University (NDU). This document is properly formatted and printed as a perfect sized copy 6x9".
This work is a collection of observations, insights, and advice from over 50 serving and retired Senior Non-Commissioned Officers. These experienced Army leaders have provided for the reader, outstanding mentorship on leadership skills, tasks, and responsibilities relevant to our Army today. There is much wisdom and advice "from one leader to another" in the following pages.
The second volume of the Handbook of Defense Economics addresses defense needs, practices, threats, and policies in the modern era of globalization. This new era concerns the enhanced cross-border flows of all kinds (e.g., capital and labor flows, revolutionary rhetoric, guerrillas, and terrorists) including the spillovers of benefits and costs associated with public goods and transnational externalities (i.e., uncompensated interdependencies affecting two or more nations). These ever-increasing flows mean that military armaments and armies are less able to keep out security threats. Thus, novel defense and security barriers are needed to protect borders that are porous to terrorists, pollutants, political upheavals, and conflicts. Even increased trade and financial flows imply novel security challenges and defenses. Globalization also underscores the importance of a new set of institutions (e.g., the European Union and global governance networks) and agents (e.g., nongovernmental organizations and partnerships).This volume addresses the security challenges in this age of globalization, where conflicts involve novel tactics, new technologies, asymmetric warfare, different venues, and frightening weapons. Volume 2 contains topics not covered in volume 1 – i.e., civil wars, peacekeeping, economic sanctions, the econometrics of arms races, conversion, peace economics, and the interface of trade, peace, and democracy. Volume 2 also revisits topics from volume 1, where there has been a significant advancement of knowledge – i.e., conflict analysis, terrorism, arms races, arms trade, military manpower, and arms industries. All of the main securities concerns of today are analyzed. Chapters are written by the leading contributors in the topic areas.*Up-to-date surveys on the pressing defense issues: theoretical, empirical and policy issues.*Coverage of theoretical and empirical studies of terrorism.*Contributions by the leading researchers in the field of defense economics.
This text provides an introduction to personnel economics, showing how economists can make specific predictions and prescriptions for personnel issues that arise in business on a daily basis. The author focuses on compensation and its relation to worker motivation, selection and teamwork.
ADP 6-22 describes enduring concepts of leadership through the core competencies and attributes required of leaders of all cohorts and all organizations, regardless of mission or setting. These principles reflect decades of experience and validated scientific knowledge.An ideal Army leader serves as a role model through strong intellect, physical presence, professional competence, and moral character. An Army leader is able and willing to act decisively, within superior leaders' intent and purpose, and in the organization's best interests. Army leaders recognize that organizations, built on mutual trust and confidence, accomplish missions. Every member of the Army, military or civilian, is part of a team and functions in the role of leader and subordinate. Being a good subordinate is part of being an effective leader. Leaders do not just lead subordinates--they also lead other leaders. Leaders are not limited to just those designated by position, rank, or authority.
