Research for Personnel Attrition
July 1, 1974
Navy administrative and disciplinary loss rates are examined to determine the effect of mental group and education mix. Navy and Air Force disciplinary and administrative discharge rates are compared. Costs associated with the administration of the Navy's disciplinary system are developed. A methodology is presented for determining the cost of Navy first termers discharged prior to the expiration of active obligated service.
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June 1, 1974
A model is developed which can be used to estimate changes in labor turnover costs that will result from changes in a host of behavioral and other parameters; any voluntary re-enlistment rate (first term, second term); any involuntary loss rate (during the first year, second year); lengths of boot camp and 'A' school training; pupil-teacher ratios in boot camp and in 'A' schools; duration of on-the-job training, etc. Once various parameter values have been specified, calculations can be carried out in a matter of minutes on a hand calculator. An important limitation of the model is its 'steady-state' character.
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June 1, 1974
In this paper, change models are considered in relation to studies of factors affecting job-change decisions. This background serves as a framework for critical reviews of recent research on job satisfaction and job turnover. The reviews are followed by an analysis of job turnover during a seven year period at Alpha Corporation, a medium-sized operations research organization.
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June 1, 1974
The Officer Projection Model (OPM) projects the flow of officers through the ranks of the U.S. Navy. It projects an initial officer inventory (characterized by length of service, grade, and promotion status) in yearly increments, accounting for attrition, promotion, legal constraints (Title 10 of the U.S. Code), and such management policies as minimum accession requirements and end strength targets. It is devoted especially to simulating the Navy's officer promotion system, and provides several options which consider the interactions of flow point, promotion rate, zone size, grade structure and end strength, and early and late selection. The OPM will also compute annual compensation, separation pay, retirement pay, and the present value of retirement pay for the remaining life expectancy of projected retirees. The model provides management with a tool for evaluating alternative promotion policies and retirement proposals, and for studying the interactions of officer end strengths, promotions, and accessions, and the cost of changes in longevity and grade structure. The Guide for Users, Volume I, describes the Navy's officer system and the model and discusses the data and policy variables to be specified by the user. The Guide for Programmers, Volume II, provides a detailed explanation of the computer coding as an aid to changing, and making special adaptations of the model.
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June 1, 1974
The relationship of two aspects of job satisfaction are examined: satisfaction with the work itself (job content) and satisfaction of the job environment (job context) to retention behavior and measures of on-the-job performance of first-term Naval enlisted men. While both job content and job context factors are found to be important determiners of on-the-job performance, only the job context and compensation measures asserted a strong influence on reenlistment decision. The findings suggested that the Navy should concentrate on improving the aspects of naval life associated with the satisfaction of more basic needs - such as pay, image of the Navy, and ship-board living conditions - to retain enlisted men, particularly those in the 'hard' ratings in the electronics and electromechanical occupational groups.
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