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Author Wallace, Roy A., author.

Title Paid to perform : aligning total military compensation with talent management / Roy A. Wallace, Michael J. Colarusso, Andrew O. Hall, David S. Lyle, Michael S. Walker.

Publication Info. Carlisle, PA : Strategic Studies Institute and U.S. Army War College Press, 2015.


Location Call No. OPAC Message Status
 Axe Federal Documents Online  D 101.146:C 73    ---  Available
Description 1 online resource (xi, 66 pages) : color illustrations.
text txt rdacontent
computer c rdamedia
online resource cr rdacarrier
text file PDF rda
Series Officer corps strategy monograph series ; volume 8
Officer corps strategy monograph series ; v. 8.
Note "June 2015."
Paper version available for sale by the Superintendent of Documents, U.S. Government Publishing Office.
Bibliography Includes bibliographical references (pages 55-64).
Contents Introduction : the case for a complete compensation overhaul -- Background : talent management as a compensation change framework -- Principle #1 : cost effective -- Principle #2 : competitive and equitable -- Principle #3 : flexible -- Principle #4 : performance driven -- Principle #5 : supportable and executable -- Conclusions.
Summary "Transforming the U.S. military's personnel management system is critical to long-run American national security interests, particularly as increasingly capable peer adversaries emerge. Talent management is critical to confronting these threats, particularly in an austere fiscal environment. This transformation cannot take place in a vacuum, however. As an extensive body of labor economics literature makes clear, total compensation management is an integral part of talent management. As the military changes the way it accesses, retains, develops, and employs its people, so, too, must it change the ways in which it compensates them. However, the current compensation system, rooted in industrial-era labor management practices, has outlived its usefulness. It is not linked to defined organizational outcomes, rests upon an ineffectual evaluation system, and does little to incentivize performance. Designed to complement an 'up or out' personnel system that treats people as interchangeable parts, it has been rendered obsolete by dramatic changes in the American labor market, fiscal constraints, technological advances, and the changing nature of information age work. Using the Army's Officer Corps as a case study upon which a wider compensation model can be built, a system is proposed that integrates redesigned basic pays and pensions, 'monetizes' nonpay benefits, and provides additional performance incentives in critical positions demanding organizational productivity"--Publisher's web site.
Note Online resource; title from PDF title page (SSI, viewed July 10, 2015).
Subject United States. Army -- Pay, allowances, etc.
United States. Army -- Personnel management.
United States. Army.
United States. Army. (OCoLC)fst00533532
Merit pay -- United States.
Performance awards -- United States.
United States -- Armed Forces -- Pay, allowances, etc.
United States -- Armed Forces -- Personnel management.
Armed Forces -- Pay, allowances, etc. (OCoLC)fst01351848
Armed Forces -- Personnel management. (OCoLC)fst00814620
Armed Forces -- Salaries, etc. (OCoLC)fst01351890
Merit pay. (OCoLC)fst01017195
Performance awards. (OCoLC)fst01057859
United States. (OCoLC)fst01204155
Added Author Colarusso, Michael J., author.
Hall, Andrew O., author.
Lyle, David S. (David Stephen), 1971- author.
Walker, Michael S., author.
Army War College (U.S.). Strategic Studies Institute, publisher.
Army War College (U.S.). Press, publisher.
Added Title Aligning total military compensation with talent management
Other Form: Print version: Wallace, Roy A. Paid to perform (OCoLC)932075880
ISBN 1584876921
Standard No. NLGGC 395032962
Gpo Item No. 0307-A-31 (online)
Sudoc No. D 101.146:C 73

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