Suchergebnisse

Since Operation Desert Shield/Storm (ODS/S), the reserve forces have participated in almost every large foreign deployment. Understanding how mobilizations and deployments of reservists affect their attitudes and those of their families and employers is important because of the potential effects on retention and future recruiting. This article examines retention of enlisted reservists three years after Operation Desert Storm, using a rich array of data available from the 1991 Guard/Reserve Survey of Officers and Enlisted Personnel. Overall, there is little difference between the retention of mobilized and nonmobilized reservists. The most important factors in retention are satisfaction with reserve duty and spouses' attitudes toward reserve participation. Among the mobilized, a statistical model shows no difference in the probability of retention, regardless of economic loss. However, these conclusions may not extend to deployments that are less popular and more frequent, such as those experienced by the reserve components in recent years.

Examines five accountability models--two from the manufacturing sector; a performance incentive model used in the evaluation of job training programs for the poor; accountability in the legal sector; and accountability in health care as shown by clinical practice guidelines, use of statistical risk-adjustment methods, and the public reporting of health performance measures. The authors summarize the models? effectiveness and draw lessons for implementing the No Child Left Behind Act

The enlisted force will face changing roles and responsibilities as we move into the future. A central issue is whether the current management system will adequately meet these new challenges. In order to answer this question, we need a critical evaluation of how well the current system has functioned in the past. This article focuses primarily on the management of the experience and grade distribution-arguably one of the most difficult and least successful policies in the history of enlisted management. Its main thesis is that factors other than management policies and practices have had an important impact in shaping the force and that the inability to manage to stated goals may not be entirely the fault of the managers. Unless these trends are factored into future decisions regarding enlisted force management, future policies are likely to be as unsuccessful as they have been in the past.