Tài liệu Human Resource Management and Army Recruiting - Analyses of Policy Options pdf

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Limited Electronic Distribution Rights Visit RAND at www.rand.org Explore RAND Arroyo Center View document details For More Information This PDF document was made available from www.rand.org as a public service of the RAND Corporation. 6 Jump down to document THE ARTS CHILD POLICY CIVIL JUSTICE EDUCATION ENERGY AND ENVIRONMENT HEALTH AND HEALTH CARE INTERNATIONAL AFFAIRS NATIONAL SECURITY POPULATION AND AGING PUBLIC SAFETY SCIENCE AND TECHNOLOGY SUBSTANCE ABUSE TERRORISM AND HOMELAND SECURITY TRANSPORTATION AND INFRASTRUCTURE WORKFORCE AND WORKPLACE The RAND Corporation is a nonprofit research organization providing objective analysis and effective solutions that address the challenges facing the public and private sectors around the world. Purchase this document Browse Books & Publications Make a charitable contribution Support RAND This product is part of the RAND Corporation monograph series. RAND monographs present major research findings that address the challenges facing the public and private sectors. All RAND mono- graphs undergo rigorous peer review to ensure high standards for research quality and objectivity. James N. Dertouzos, Steven Garber Prepared for the United States Army Approved for public release; distribution unlimited Human Resource Management and Army Recruiting Analyses of Policy Options The RAND Corporation is a nonprofit research organization providing objective analysis and effective solutions that address the challenges facing the public and private sectors around the world. RAND’s publications do not necessarily reflect the opinions of its research clients and sponsors. R ® is a registered trademark. © Copyright 2006 RAND Corporation All rights reserved. No part of this book may be reproduced in any form by any electronic or mechanical means (including photocopying, recording, or information storage and retrieval) without permission in writing from RAND. Published 2006 by the RAND Corporation 1776 Main Street, P.O. Box 2138, Santa Monica, CA 90407-2138 1200 South Hayes Street, Arlington, VA 22202-5050 4570 Fifth Avenue, Suite 600, Pittsburgh, PA 15213-2665 RAND URL: http://www.rand.org/ To order RAND documents or to obtain additional information, contact Distribution Services: Telephone: (310) 451-7002; Fax: (310) 451-6915; Email: order@rand.org Library of Congress Cataloging-in-Publication Data Dertouzos, James N., 1950– Human resource management and Army recruiting : analyses of policy options / James N. Dertouzos, Steven Garber. p. cm. “MG-433.” Includes bibliographical references. ISBN-13: 978-0-8330-4004-6 (pbk. : alk. paper) 1. United States. Army—Recruiting, enlistment, etc. 2. United States. Army— Personnel management. I. Garber, Steven, 1950– II. Title. UB323.D438 2006 355.2'23620973—dc22 2006027016 The research in this report was sponsored by the United States Army under Contract No. DASW01-01-C-0003. iii Preface is report documents research methods, findings, and policy conclu- sions from a project analyzing human resource management options for improving recruiting production. is work will interest those involved in the day-to-day management of recruiting resources as well as researchers and analysts engaged in analyses of military enlistment behavior. is research was sponsored by the Assistant Secretary of the Army (Manpower and Reserve Affairs) and was conducted in RAND Arroyo Center’s Manpower and Training Program. RAND Arroyo Center, part of the RAND Corporation, is a federally funded research and development center sponsored by the United States Army. e Project Unique Identification Code (PUIC) for the project that produced this document is SAMRH02005. For more information on RAND Arroyo Center, contact the Director of Operations (telephone 310-393-0411, extension 6419; FAX 310-451-6952; email Marcy_Agmon@rand.org), or visit Arroyo’s web site at http://www.rand.org/ard/. iv Human Resource Management and Army Recruiting Contents v Preface iii Figures ix Tables xi Summary xv Acknowledgments xxxiii Acronyms xxxv CHAPTER ONE Introduction 1 Background 2 Organization of the Report 9 CHAPTER TWO Determinants of Individual Recruiter Productivity 11 Individual Recruiter Data 11 Regression Results 16 Additional Interpretation of Results 24 CHAPTER THREE Mission Equity and Determinants of Achieving Station Missions 31 e Station Production Data 34 Logistic Regressions of Making Regular Army Missions 41 Equity of Missions 48 Reserve Missions and Equity 54 Performance Evaluation and Mission Success 54 vi Human Resource Management and Army Recruiting CHAPTER FOUR Station Missions, Market Quality, Recruiter Effort, and Production of High-Quality Contracts 61 Inducing Effort: Lessons from Private-Sector Literature 61 Microeconomic Models of Mission Difficulty, Recruiter Effort, and Station Productivity 62 Model I: Effort Functions Are Identical Across Stations 64 Model II: Effort Functions Differ Across Stations 69 Econometric Specifications 72 Estimates and Interpretation 76 CHAPTER FIVE Implications of Alternative Mission Policies for High-Quality Enlistments 93 Simulated Effects of Alternative Mission Policies 93 Setting Mission in an Uncertain Environment 99 CHAPTER SIX Career Paths of Recruiters 103 e Enlisted Personnel Dataset 103 Enlisted Personnel Career Paths 107 Implications for Recruiter Selection 112 Rewarding Recruiter Productivity 116 CHAPTER SEVEN Implications for Effective Recruiter Management 125 Costs and Benefits of Resource Management Policies: Overview 125 Recruiter Selection 126 Recruiter Assignment 128 Setting Missions to Achieve Equity 130 Setting Missions to Increase Production 132 Promotion Prospects and Incentives for Recruiting 136 Identifying and Dealing with Unproductive New Recruiters 138 Conclusion 139 Contents vii APPENDIX A. Supplemental Statistical Analyses 141 B. Data Sources 157 References 161 [...]... additional cost xv xvi Human Resource Management and Army Recruiting This report details research designed to develop new insights to help guide future recruiter -management policies The research involves econometric analyses of three large and rich datasets Methods In Chapter Two, we analyze determinants of the productivity of individual regular Army recruiters in enlisting both high- and lower-quality youth... how recruiting duty and productivity in recruiting affected promotion to the grades of E-6 and E-7 and the likelihood of remaining in the Army until 2003 Key Findings The analysis in Chapter Two relates numbers of high-quality and total enlistments to market characteristics, traditional supply factors, and attributes of recruiters The findings for the period 1998 to 2000, when missions and award points... market demographics, seasonal effects, the size and age distribution of the veteran population, and the region of the country xxiv Human Resource Management and Army Recruiting • Due to differences across stations and over time in market quality and other factors, the additional effort required to sign another high-quality youth varies considerably over stations and months For example, this effort level is... have been promoted to E-6 and E-7 by 2003, holding other factors constant See Table S.1 • Recruiters who were relatively slow in being promoted to E-4 and E-5 were more likely to leave recruiting in less than one year, and those who were promoted relatively quickly to E-4 and E-5 were more likely to stay in recruiting for more than three years • We also analyzed the effects of recruiting performance,... promotion to E-6 than Table S.1 Predicted Probabilities of Promotion by 2003, Recruiters Versus Nonrecruiters: 1991 Entering Cohort Recruiters Nonrecruiters Probability of Promotion to E-6 0.892 0.806 Probability of Promotion to E-7 0.123 0.099 xxvi Human Resource Management and Army Recruiting soldiers who had never recruited (0.88 versus 0.72 for nonrecruiters) and a slightly higher probability of promotion... under-reward production of high-quality contracts Recruiters accrue points on a monthly basis for contracts that they and their stations produce Accrual of specified numbers of points Summary xxix over specified numbers of months lead to command-level awards such as stars, badges, and rings Discrepancies between the relative costs of and the relative points for signing high- and lower-quality prospects,... Recruiter Management Our research demonstrates that various types of human resource management policies can be very helpful in meeting the Army s ambitious recruiting requirements Although the gains from any individual policy change appear to be modest, implementing several policy changes in combination could save the Army hundreds of millions of dollars annually Indeed, based on an incremental cost of $6,000... by about 1 percent To decide whether this is a sound policy change, the Army should consider the relative opportunity costs of reassigning younger and more senior personnel, and effects (that are likely to differ by MOS) on younger soldiers of interrupting their careers for temporary assignment to recruiting xxviii Human Resource Management and Army Recruiting • Recruiters from traditional military occupations... in categories I through IIIA on the AFQT “Grad” and “senior” refer to high school graduates and high school seniors, respectively xx Human Resource Management and Army Recruiting • Stations met their regular Army goals during one-third of the station-months in our sample If their missions for grad alphas had been one contract higher, the probability of meeting these missions would have fallen to about... magnitudes of the rewards for successful recruiting are at appropriate levels, but it is clear that there is a significant incentive in the form of improved promotion prospects for recruiters to be productive xxxii Human Resource Management and Army Recruiting Identifying and Dealing with Unproductive Recruiters • The Army appears to be using a sound management policy of replacing, but not punishing, new . States Army Approved for public release; distribution unlimited Human Resource Management and Army Recruiting Analyses of Policy Options The RAND Corporation. stayed in recruiting, and how recruiting duty and productiv- ity in recruiting affected promotion to the grades of E-6 and E-7 and the likelihood of remaining