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The U.S. Army Research Institute for the Behavioral and Social Sciences is engaged in abroad-based attrition research program incorporating both longitudinal and concurrent research designs. In the longitudinal design, several mea...
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The U.S. Army Research Institute for the Behavioral and Social Sciences is engaged in abroad-based attrition research program incorporating both longitudinal and concurrent research designs. In the longitudinal design, several measures (e.g., surveys, test instruments, and performance criteria) will be obtained from samples of the Fiscal Year 1999 accession cohort who will be tracked throughout the first- term life cycle. For the concurrent design, comparison data from various points along the first-term life cycle will be collected from earlier accession cohorts. This report outlines the overall sampling, data collection, and data analysis plans for the program.
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A few years back I called Major General Tom Lynch, then Commanding General of the Armor School and a friend, to inquire about my next job. My objective was to get a staff assignment, somewhere I could write and think on behalf of ...
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A few years back I called Major General Tom Lynch, then Commanding General of the Armor School and a friend, to inquire about my next job. My objective was to get a staff assignment, somewhere I could write and think on behalf of the Army. After all, I had three continuous years fo armor company command, the Infantry career course, a fine graduate education, and most recently the Air Command and Staff College to put on my vita. I felt a good staff assignment would benefit the Arny and tap my talent. General Lynch, without pausing, said, 'Go to work for Mike Malone...he thinks, and besides you might begin to learn something about soldiering.' While the assignment did not materialize, I have since come to know and admire Mike. My admiration is best summarized by this comment of one of Mike's friends when he said, 'His unique effectiveness as an instructor in the Ranger School, the Army War college, the Task Force Delta Forum, the Pre-Command Course, and at a variety of service schools constitutes in itself an enormous contribution. Mike motivates, entertains, and teaches. Further, he generates self-criticism and institutional assessment. His writing and specking have been catalysts in terms of the professional development of the Officer Corps since the early 1970's. He has been, contrary to his announcements that he has not, the Army's conscience--or at least a major spokesman for the Army's conscience.
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Manning the force, one of our most important personnel functions, should not be overlooked when preparing or discussing our National Security Strategy. Without a properly manned force, other essential items within that strategy ma...
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Manning the force, one of our most important personnel functions, should not be overlooked when preparing or discussing our National Security Strategy. Without a properly manned force, other essential items within that strategy may not come to fruition. Just as manning the force is important, so is manning it with the right mix, the right grades and right skills. The increasing pressure and demands on soldiers have contributed to an already increasing problem in the military, that of attrition. If this problem continues, the future will look suspect in the force mix we put together for the next Peacekeeping Force or Task Force or mission that falls within our National Security Plan. Attrition must be reviewed to determine where we are and where we need to go so an effective strategy of policy changes or adjustments can be developed, as needed. It is shortsighted to look at attrition as a problem we can fix with money or even well-being programs without looking at the major links in the cycle from recruiting, accession, training, and leader responsibilities. Only when we analyze the integral roles and responsibilities of all the players in this cycle will we be able to determine where potential contributors lie to further reduce attrition, and therefore, support the strategic future of our nation.
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This study provides a how-to manual for current U.S. Army battalion commanders. It is designed to promote successful mentorship for junior officers. As our Army transitions into the XXI century, we cannot afford to continue the le...
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This study provides a how-to manual for current U.S. Army battalion commanders. It is designed to promote successful mentorship for junior officers. As our Army transitions into the XXI century, we cannot afford to continue the leadership practices that have dominated our Army over the past ten years. Ineffective leadership, attributed in part to a lack of successful mentoring, has been one of the factors that have led to unusually high attrition of junior officers. Senior leadership has determined that ineffective mentoring is one of the causes for this extraordinarily high attrition rate. This study describes effective mentoring, tells how to do it, and shows its benefits for the mentor, junior officers, and the Army. It serves as a supplement to FM 22-100, Army Leadership. Combined with other proven leadership principles, time-tested in this country's business community, effective mentoring will aid our Army in the total transformation process that our Chief of Staff of the Army, General Shinseki, initiated in 1999.
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There is a civilian retention issue within the contracting professional community at the Army Contracting Command (ACC). This research paper explores the causes and impacts of it, and offers solutions. The presented solutions are ...
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There is a civilian retention issue within the contracting professional community at the Army Contracting Command (ACC). This research paper explores the causes and impacts of it, and offers solutions. The presented solutions are supported through the introduction of a novel formula which provides helpful indicators for the issue.
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As the Indian Wars ended in the last decades of the Nineteenth Century, the U. S. Army experienced an identity crisis, sought out a new raison d'etre, and transformed itself to meet new responsibilities. Calling for internal refor...
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As the Indian Wars ended in the last decades of the Nineteenth Century, the U. S. Army experienced an identity crisis, sought out a new raison d'etre, and transformed itself to meet new responsibilities. Calling for internal reforms to adapt to a new century, progressive 'Young Turks' conceptualized a fresh role for the Army grounded in perpetual readiness for war. The officer corps implemented a successful transformation process that set the conditions for America's important participation in the First World War. A century later, the Army's raison d'etre is again in question. Victory in the Cold War and the subsequent collapse of the Soviet Union eliminated America's major enemy and call the Army's institutional purpose in the New World Order into question. Like its late Nineteenth Century predecessor, the officer corps must again reassess the range of its professional duties and transform itself to meet the 21st Century's evolving strategic conditions. The officer corps will have to establish the institution's intellectual direction and manage associated cultural changes. By adopting a fusionist perspective of professionalism, the officer corps can best broaden the dimensions of its martial expertise, renew its professional identity, and enhance its political effectiveness with civilian leaders.
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The purpose of this research was to review the current literature on mobile learning and identify potential approaches of incorporating smartphone technologies in US Army training. Specifically, the research reports successful dem...
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The purpose of this research was to review the current literature on mobile learning and identify potential approaches of incorporating smartphone technologies in US Army training. Specifically, the research reports successful demonstrations of mobile learning outside of the Army and identifies potential challenges in using the technology in Army training. Thus, the report discusses the following areas: Definition and potential advantages of mobile learning; Demonstrations of using mobile technology in instructional environments; Potential approaches for US Army training: A 5- to 10-year outlook; Challenges in using mobile learning technologies in US Army training; and Conclusions and research questions.
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