United States Army unit histories /

Mode of access: Internet.

The spy of the rebellion; being a true history of the spy system of the United states army during the late rebellion.

Mode of access: Internet.

The Medical Department of the United States Army in World War II.

Editor-in-chief: 1952- C.H. Goddard; 1955-65, J.B. Coates; 1965-66, A.L. Ahnfeldt; 1966-69, R.S. Anderson; 1970- W.S. Mullins.

Publication ... of the Mathematics Research Center, United States Army, the University of Wisconsin.

Published: New York : Wiley, 1964-1968; New York : Academic Press, 1969-1970.

THE DARK PERSONALITY AND JOB SUCCESS IN THE UNITED STATES ARMY: USE OF INTERPERSONAL MANIPULATION IN THE WORKPLACE

This dissertation relates job desires and outcomes to the Dark Personality (Psychopathy, Machiavellianism, Narcissism, Low Agreeableness, Low Honesty-Humility) in the United States Army. It purports that individuals high on the Dark Personality desire more power, money, and status, and that they obtain jobs that afford them these luxuries by using manipulation at work. Two pilot studies used samples of United States Army members to create and test index variables: Dark Personality, Total Manipulation in the workplace, Desire for Job Success, and Total Job Success in the Army. Individual personality traits, manipulation tactics, and job desires were examined in secondary analyses. Using a sample of 468 United States Army Members, central analyses indicated that Army members high on the Dark Personality desired Job Success. Likewise, army members higher on the Dark Personality used more Manipulation tactics at work, including the egregious tactics. Yet, using more Manipulation tactics at work predicted lower levels of Job Success in the Army. Most manipulation tactics had a negative impact on Job Success, with the exception of soft tactics like Reason and Responsibility Invocation. Together, these results indicate that selective use of soft manipulation predicted Job Success, but use of more manipulation tactics predicted less Job Success in the Army. Curvilinear results indicated that being either very low or very high on the Dark Personality predicted more Job Success in the Army, whereas having intermediate levels of the Dark Personality predicted less Job Success. Finally, possessing the Dark Personality and using more Manipulation tactics at work, together, predicted less Job Success in the Army. Collectively, the results indicate that army members with intermediate levels of the Dark Personality want more powerful and high paying jobs, yet their strategy of manipulating their coworkers to move up the job ladder does not result in higher ranking, higher paying Army positions. However, Army members highest on the Dark Personality achieved job success, defying the maladaptive influence that antisocial personality traits and manipulative behaviour had on job success for most Army members. Therefore, this dissertation indicates that successful corporate scoundrels exist in the Army, but there are few of them.

Manual of the medical officer of the army of the United States.

Mode of access: Internet.

Towards a U.S. Army officer corps strategy for success : retaining talent /

Over the last 3 decades, dramatic labor market changes and well-intentioned but uninformed policies have created significant officer talent flight. Poor retention engenders substantial risk for the Army as it directly affects accessions, development, and employment of talent. The Army cannot make thoughtful policy decisions if its officer talent pipeline continues to leak at current rates. Since the Army cannot insulate itself from labor market forces as it tries to retain talent, the retention component of its officer strategy must rest upon sound market principles. It must be continuously resourced, executed, measured, and adjusted across time and budget cycles. Absent these steps, systemic policy, and decisionmaking failures will continue to confound Army efforts to create a talent-focused officer corps strategy.

Towards a U.S. Army officer corps strategy for success : developing talent /

Developing leaders through experience, formal training, and education is a long-standing hallmark of the U.S. Army. Maintaining its excellence as a developmental organization requires vigilance, however. Authorized strength and inventory mismatches, an inverse relationship between responsibility and formal developmental time, and sparse nonoperational development opportunities are serious challenges the Army must address. Doing so requires a talent development strategy firmly rooted in human capital theory. Such a strategy will recognize the value of continuing higher education, genuinely useful evaluations, and the signals associated with professional credentials.

Accessing talent : the foundation of a U.S. Army Officer Corps strategy /

This is the fourth of six monographs focused upon officer talent management in the U.S. Army. In it, the authors continue their examination of how the U.S. Army accesses, develops, retains, and employs officer talent. In particular, they focus upon the ways in which dynamic labor market conditions and generational preferences have shaped service propensity among potential officer prospects.

Towards a U.S. Army officer corps strategy for success : employing talent /

Efficient talent employment is at the core of the Army Officer Human Capital Model. However, the Army's current employment paradigm is unequal to the needs of a professional, volunteer Army facing the twin challenges of a competitive labor market and an increasingly complex global operating environment. It unduly prioritizes "fairness" when making assignments, has a narrowly defined pathway to senior leadership ranks, cannot see the talent it possesses, and suffers from severe principal-agent problems. Optimal employment theories, information age tools, and well-regulated market mechanisms can help the Army match individual officer talents against specific work requirements, reducing risk and achieving the depth and breadth of talent it needs, both now and in the future.

Report to the Officer Corps : results of the professional development of officers study surveys.

Cover title.

Feeding problems in man as related to environment. An analysis of United States and Canadian army ration trials and surveys, 1941-1946,

Processed.

Military tactics: adapted to the different corps in the United States, according to the latest improvements,

Largely extracted from "... Infantry tactics; or, Rules for the exercises and manoeuvres of the Infantry of the U. S. Army. Washington, 1825", and from "General regulations for the army ... Washington, 1825". cf. Pref.

Suitable general locations for synthetic fuel plants: western Kentucky, northwestern Colorado [and] southeastern Texas; report [to] United States Government, Department of the Army. Dec. 17, 1948.

Report made under Contract no.W 49-129 eng-100 with the Corps of Engineers.

Columbia River and tributaries. Letter from the Secretary of the Army transmitting a letter from the Chief of Engineers, Department of the Army, dated March 31, 1961, submitting a report, together with accompanying papers and illustrations, on a review of the Columbia River and tributaries, requested by resolution of the Committee on Public Works, United States Senate, adopted July 28, 1955, and other resolutions by that committee and by the Committee on Public Works, House of Representatives, listed in the report.

Issued also as House document 403, v.1-5, 87th Cong., 2d sess.