The Effect Of The Assessment Of Recruit Motivation And Strength Arms Program On Army Accessions And Attrition
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The Effect of the Assessment of Recruit Motivation and Strength (ARMS) Program on Army Accessions and Attrition by David S. Loughran,Bruce R. Orvis Pdf
The fraction of American youth meeting U.S. Army enlistment standards for weight and body fat has declined markedly. In response, the Army developed a waiver program tied to a fitness test known as the Assessment of Recruit Motivation and Strength (ARMS) test. Through difference-in-differences estimates and other analytic techniques, the authors examine the program's effect on Army accession and attrition rates.
National Research Council,Division of Behavioral and Social Sciences and Education,Board on Behavioral, Cognitive, and Sensory Sciences,Committee on the Youth Population and Military Recruitment: Physical, Medical, and Mental Health Standards
Author : National Research Council,Division of Behavioral and Social Sciences and Education,Board on Behavioral, Cognitive, and Sensory Sciences,Committee on the Youth Population and Military Recruitment: Physical, Medical, and Mental Health Standards Publisher : National Academies Press Page : 264 pages File Size : 45,9 Mb Release : 2006-02-27 Category : Medical ISBN : 9780309164870
Assessing Fitness for Military Enlistment by National Research Council,Division of Behavioral and Social Sciences and Education,Board on Behavioral, Cognitive, and Sensory Sciences,Committee on the Youth Population and Military Recruitment: Physical, Medical, and Mental Health Standards Pdf
The U.S. Department of Defense (DoD) faces short-term and long-term challenges in selecting and recruiting an enlisted force to meet personnel requirements associated with diverse and changing missions. The DoD has established standards for aptitudes/abilities, medical conditions, and physical fitness to be used in selecting recruits who are most likely to succeed in their jobs and complete the first term of service (generally 36 months). In 1999, the Committee on the Youth Population and Military Recruitment was established by the National Research Council (NRC) in response to a request from the DoD. One focus of the committee's work was to examine trends in the youth population relative to the needs of the military and the standards used to screen applicants to meet these needs. When the committee began its work in 1999, the Army, the Navy, and the Air Force had recently experienced recruiting shortfalls. By the early 2000s, all the Services were meeting their goals; however, in the first half of calendar year 2005, both the Army and the Marine Corps experienced recruiting difficulties and, in some months, shortfalls. When recruiting goals are not being met, scientific guidance is needed to inform policy decisions regarding the advisability of lowering standards and the impact of any change on training time and cost, job performance, attrition, and the health of the force. Assessing Fitness for Military Enlistment examines the current physical, medical, and mental health standards for military enlistment in light of (1) trends in the physical condition of the youth population; (2) medical advances for treating certain conditions, as well as knowledge of the typical course of chronic conditions as young people reach adulthood; (3) the role of basic training in physical conditioning; (4) the physical demands and working conditions of various jobs in today's military services; and (5) the measures that are used by the Services to characterize an individual's physical condition. The focus is on the enlistment of 18- to 24-year-olds and their first term of service.
Impact of the Army Continuing Education System (ACES) on Soldier Retention and Performance by Paul J. Sticha Pdf
This evaluation of the Army Continuing Education System (ACES) considered the following programs: (a) Tuition Assistance (TA); (b) Functional Academic Skills Training (FAST; (c) Military Occupational Specialty Improvement Training (MOSIT); (d) Noncommissioned Officer (NCO) Leader Skill Enhancement Courses; and (e) the Armed Forces Classification Test (AFCT). The assessment of the effectiveness of these programs is based on their ability to enhance soldier performance and increase the prospects of promotion, as well as to reduce attrition and increase reenlistment. The evaluation data came from a longitudinal administrative database that tracked a three-year accession cohort over a six-year period and an NCO database including self-reported participation in ACES programs, promotion information, and observed performance ratings. The analysis was designed to separate effects of participant characteristics from the effects of the program, and to control for differences in the opportunity and propensity to participate in ACES. Participation in TA and FAST were associated with an increase in the probability of first term reenlistment FAST participation was also associated with lower first-term attrition. Participation in several ACES programs showed positive effects on measures of performance and promotion potential.
Success of First-Term Soldiers. The Effects of Recruiting Practices and Recruit Characteristics by Anonim Pdf
Recruiting is expensive. On average, it costs the U.S. Army about $15,000 to recruit one soldier, ' and it must recruit 80,000 to 90,000 each year. If a soldier fails to complete his or her first term, the Army must spend a like amount for a replacement. Thus, it is very much in the Army's interest to minimize losses at every phase of the first term. This has become more important in recent years because the Army, during the lean recruiting years in the late 1990s, vigorously expanded its recruiting effort by adding and expanding enlistment incentives, by increasing recruiting resources, and by modifying recruiting practices. This monograph focuses on the implications of these decisions for the manning and success of first-term soldiers. It also examines how the Army manages first-term soldiers. Training losses and retention problems drive up the demand for new recruits. Given the expense of recruiting and training losses, the Army should assess whether different management strategies could improve the success rates for first-term soldiers. It may be possible to cut attrition without compromising Army standards.
Understanding and Improving the Assessment of Individual Motivation (AIM) in the Army's GED Plus Program by Anonim Pdf
The Assessment of Individual Motivation (AIM) test was developed by the U.S. Army Research Institute for the Behavioral and Social Sciences (ARI) to assess work-related temperament characteristics. In February 2000, the Army implemented AIM as a new market-expansion enlistment screening tool under the "GED Plus" program. Under this program, no%high school diploma graduates who might otherwise be ineligible for military service can enlist if they score sufficiently high on the AIM and meet other program requirements. This project addressed several operational issues pertaining to AIM's ongoing use in the GED Plus program. Post-implementation investigations have included (a) a preliminary examination of the operational AIM's validity against attrition under the GED Plus program, (b) the scaling of AIM alternate forms, (c) an examination of variables that might be used to supplement AIM in the prediction of first-term attrition, (d) fairness analyses, and (e) efforts to develop improved ways to score the AIM.
Organizational and Cultural Causes of Army First-Term Attrition by James V. Marrone,S. Rebecca Zimmerman,Louay Constant,Marek N. Posard,Katherine L. Kidder Pdf
The U.S. Army invests significant resources in recruiting, training, and preparing new soldiers. When a soldier does not complete a full contract term, the Army views this as a net loss. The goal of the research summarized in this report is to determine whether organizational factors matter for producing attrition and to generate hypotheses regarding the mechanisms by which organizational factors generate attrition. The authors made use of the random assignment of soldiers to their first battalion to determine whether the "luck of the draw"--The battalion to which the soldier is assigned and the senior noncommissioned officer (NCO) at that battalion -- is directly linked to the observed variation across assignments in eventual first-term outcomes. The authors complemented that analysis with interviews exploring the factors that could be driving differences across units, such as leadership and command culture, availability of soldier supports, management of deployment and training cycles, and installation amenities
Prospective Outcome Assessment for Alternative Recruit Selection Policies by Bruce R. Orvis,Christopher E. Maerzluft,Sung-Bou Kim Pdf
To help the Army select recruits more likely complete their first term and avoid adverse outcomes, this report describes a tool that estimates how changes in a variety of recruit characteristics affect first-term outcomes and costs to the Army.
Impact of the Army Continuing Education System (ACES) on Soldier Retention and Performance: Data Analyses by Anonim Pdf
This evaluation of the Army Continuing Education System (ACES) considered the following programs: (a) Tuition Assistance (TA); (b) Functional Academic Skills Training (FAST; (c) Military Occupational Specialty Improvement Training (MOSIT); (d) Noncommissioned Officer (NCO) Leader Skill Enhancement Courses; and (e) the Armed Forces Classification Test (AFCT). The assessment of the effectiveness of these programs is based on their ability to enhance soldier performance and increase the prospects of promotion, as well as to reduce attrition and increase reenlistment. The evaluation data came from a longitudinal administrative database that tracked a three-year accession cohort over a six-year period and an NCO database including self-reported participation in ACES programs, promotion information, and observed performance ratings. The analysis was designed to separate effects of participant characteristics from the effects of the program, and to control for differences in the opportunity and propensity to participate in ACES. Participation in TA and FAST were associated with an increase in the probability of first term reenlistment FAST participation was also associated with lower first-term attrition. Participation in several ACES programs showed positive effects on measures of performance and promotion potential.
Impact of the Army Continuing Education System (ACES) on Soldier Retention and Performance by Paul J. Sticha,Timothy A. Dall,Kristina Handy,Javier Espinosa,Paul F. Hogan Pdf
This evaluation of the Army Continuing Education System (ACES) considered the following programs: (a) Tuition Assistance (TA); (b) Functional Academic Skills Training (FAST; (c) Military Occupational Specialty Improvement Training (MOSIT); (d) Noncommissioned Officer (NCO) Leader Skill Enhancement Courses; and (e) the Armed Forces Classification Test (AFCT). The assessment of the effectiveness of these programs is based on their ability to enhance soldier performance and increase the prospects of promotion, as well as to reduce attrition and increase reenlistment. The evaluation data came from a longitudinal administrative database that tracked a three-year accession cohort over a six-year period and an NCO database including self-reported participation in ACES programs, promotion information, and observed performance ratings. The analysis was designed to separate effects of participant characteristics from the effects of the program, and to control for differences in the opportunity and propensity to participate in ACES. Participation in TA and FAST were associated with an increase in the probability of first term reenlistment FAST participation was also associated with lower first-term attrition. Participation in several ACES programs showed positive effects on measures of performance and promotion potential.
Cash Incentives and Military Enlistment, Attrition, and Reenlistment by Beth J. Asch Pdf
"This monograph provides an empirical analysis of the enlistment, attrition, and reenlistment effects of bonuses, applying statistical models that control for such other factors as recruiting resources, in the case of enlistment and deployments in the case of reenlistment, and demographics. Enlistment and attrition models are estimated for the Army and our reenlistment model approach is twofold. The Army has greatly increased its use of reenlistment bonuses since FY 2004, and we begin by providing an in-depth history of the many changes in its reenlistment bonus program during this decade. We follow this with two independent analyses of the effect of bonuses on Army reenlistment. As we show, the results from the models are consistent, lending credence to the robustness of the estimates. One approach is extended to the Navy, the Marine Corps, and the Air Force, to obtain estimates of the effect of bonuses on reenlistment for all services. We also estimate an enlistment model for the Navy. The estimated models are used to address questions about the cost-effectiveness of bonuses and their effects in offsetting other factors that might adversely affect recruiting and retention, such as changes in the civilian economy and frequent deployments"--P. iii.
Recruiting Strategies to Support the Army's All-volunteer Force by Bruce R. Orvis,Steven Garber,Philip Hall-Partyka,Christopher E. Maerzluft,Tiffany Tsai Pdf
"This report describes research conducted to improve the Army's ability to use recruiting resources and enlistment eligibility policies effectively to meet enlisted accession requirements under good, average, and bad recruiting conditions. We consider the cost of meeting accession requirements when an optimal mix of television advertising and enlistment incentives is feasible (the baseline strategy) or when an incentive-centric strategy -- which favors incentives over other resources due to incentives' faster rate of increasing recruits -- is required"--Publisher's web site.
The 71F Advantage by National Defense University Press Pdf
Includes a foreword by Major General David A. Rubenstein. From the editor: "71F, or "71 Foxtrot," is the AOC (area of concentration) code assigned by the U.S. Army to the specialty of Research Psychology. Qualifying as an Army research psychologist requires, first of all, a Ph.D. from a research (not clinical) intensive graduate psychology program. Due to their advanced education, research psychologists receive a direct commission as Army officers in the Medical Service Corps at the rank of captain. In terms of numbers, the 71F AOC is a small one, with only 25 to 30 officers serving in any given year. However, the 71F impact is much bigger than this small cadre suggests. Army research psychologists apply their extensive training and expertise in the science of psychology and social behavior toward understanding, preserving, and enhancing the health, well being, morale, and performance of Soldiers and military families. As is clear throughout the pages of this book, they do this in many ways and in many areas, but always with a scientific approach. This is the 71F advantage: applying the science of psychology to understand the human dimension, and developing programs, policies, and products to benefit the person in military operations. This book grew out of the April 2008 biennial conference of U.S. Army Research Psychologists, held in Bethesda, Maryland. This meeting was to be my last as Consultant to the Surgeon General for Research Psychology, and I thought it would be a good idea to publish proceedings, which had not been done before. As Consultant, I'd often wished for such a document to help explain to people what it is that Army Research Psychologists "do for a living." In addition to our core group of 71Fs, at the Bethesda 2008 meeting we had several brand-new members, and a number of distinguished retirees, the "grey-beards" of the 71F clan. Together with longtime 71F colleagues Ross Pastel and Mark Vaitkus, I also saw an unusual opportunity to capture some of the history of the Army Research Psychology specialty while providing a representative sample of current 71F research and activities. It seemed to us especially important to do this at a time when the operational demands on the Army and the total force were reaching unprecedented levels, with no sign of easing, and with the Army in turn relying more heavily on research psychology to inform its programs for protecting the health, well being, and performance of Soldiers and their families."
A Historical Review and Analysis of Army Physical Readiness Training and Assessment by Whitfield East Pdf
"The Drillmaster of Valley Forge-Baron Von Steuben-correctly noted in his "Blue Book" how physical conditioning and health (which he found woefully missing when he joined Washington's camp) would always be directly linked to individual and unit discipline, courage in the fight, and victory on the battlefield. That remains true today. Even an amateur historian, choosing any study on the performance of units in combat, quickly discovers how the levels of conditioning and physical performance of Soldiers is directly proportional to success or failure in the field. In this monograph, Dr. Whitfield "Chip" East provides a pragmatic history of physical readiness training in our Army. He tells us we initially mirrored the professional Armies of Europe as they prepared their forces for war on the continent. Then he introduces us to some master trainers, and shows us how they initiated an American brand of physical conditioning when our forces were found lacking in the early wars of the last century. Finally, he shows us how we have and must incorporate science (even when there exists considerable debate!) to contribute to what we do-and how we do it-in shaping today's Army. Dr. East provides the history, the analysis, and the pragmatism, and all of it is geared to understanding how our Army has and must train Soldiers for the physical demands of combat. Our culture is becoming increasingly ''unfit," due to poor nutrition, a lack of adequate and formal exercise, and too much technology. Still, the Soldiers who come to our Army from our society will be asked to fight in increasingly complex and demanding conflicts, and they must be prepared through new, unique, and scientifically based techniques. So while Dr. East's monograph is a fascinating history, it is also a required call for all leaders to better understand the science and the art of physical preparation for the battlefield. It was and is important for us to get this area of training right, because getting it right means a better chance for success in combat.
Training Success for U.S. Air Force Special Operations and Combat Support Specialties by Maria C. Lytell,Sean Robson,David Schulker,Tracy C. McCausland,Miriam Matthews,Louis T. Mariano,Albert A. Robbert Pdf
The U.S. Air Force's special operations and combat support specialties in the enlisted force are among the highest in demand by the service yet have persistently high rates of attrition in their initial skills training, which is called "technical training" in the Air Force. These high-demand, high-attrition (HDHA) specialties include Combat Control; Explosive Ordnance Disposal; Pararescue; Survival, Evasion, Resistance, and Escape; Special Operations Weather Team; and Tactical Air Control Party. The Air Force has conducted or sponsored several efforts to address training attrition in these specialties over the past several years, yet training attrition remains high. The reasons for high training attrition are interrelated, with size and quality of the recruiting pool, utility of screening tools, and training environment factors all playing a role. This report addresses the broader challenges for implementing new approaches to HDHA specialty recruiting, screening, and development of Air Force candidates, and takes a holistic approach to identifying methods and tools to ll gaps in current processes
