987 resultados para skipping items strategy
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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.
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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.
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Item 1013-A, 1013-B (microfiche)
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Shipping list no.: 91-292-P.
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"Paul F. Gorman, Chairman, Regional Conflict Working Group"--[pref.]
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Mode of access: Internet.
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Mode of access: Internet.
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Originally presented as Thesis--School of Advanced Airpower Studies, Air University, 1993-94.
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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.
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"September 1998."
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Mode of access: Internet.
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Some vols. have also a distinctive title.
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Committee chairman: James D. Watkins.
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"ER 80-10248."
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"ER 79-10276."