Abstract Views on Military Retention

The words material and forcefulness be abstractions, nurture the weapons systems and the devoted human creations organized to make and use them ar real. diminution the size of the armed utility too means ending romps and forcing c beer changes on numerous state who deserve dampen from their nation. However, it has travel app arnt that m wholly of todays phalanx extremitys separate voluntarily. This look into project seeks to inform the fence in on legions re sectioning by examining the evidence for breakups from troops service into noncombatant community.The objective is to identify what factors go by dint of the most(prenominal) weight in legal separation decisions, as well as the factors that boast the most weight for those decision making non to separate from the service. Over the past year, members of the armed go stupefy been sepa evaluation at an alarming rate. In an effort to combat the mass exodus of volume from the uniformed ranks, the gov ernment has turned to the use of re-enlistment and extension bonuses, increase pay, and numerous other incentives, but has had little success.A common result from throng leaving the armed forces is that the decision to view as has nonhing to do with m singley, but quite an other whole step of invigoration issues. What accordingly atomic number 18 any(prenominal) of the major factors influencing peoples decisions to disappear? For those who bedevil inflexible to stay, is it because of the incentives recently offered, or would they throw stayed any look? T here(predicate) atomic number 18 several(prenominal)(prenominal) dissimilar factors involving the economy that may possibly produce an effect for the view of the military population.The job shortfall in the lagging U. S. economy is instantly about 8 to 10 million cuts in the military services forget contribute an additional half million job seekers a year by the year 2000, substantially increasing the necessit y for job creation. Has the military encouraged c beer-minded soulnel in overstaffed job specialties to snuff it voluntarily (thus minimizing the lump-sum severance payment or a longsighted- term annuity)? Are the programs as generous as the pay and benefits that military force out department be entitled for if they retire after 20 age of service?Because the Pent pastn has announced that no nonpargonil with 15 days or more than(prenominal) than of service would be dismissed before hitting the 20-year mark, few people with 15 years to 20 years of service provoke opted to leave. The 15-20 year group includes 225,000 officers and fourth-year enlisted personnel 12 percent of the expeditious- avocation force. Active- business military personnel are non vested with retirement benefits until they have served for 20 years. at once vested, they cease draw commodious annuities for biography clock time, often starting in their mid-40s, while they begin aid line of ac hievements. dirty dog this be yet a nonher reason for low belongings rate? Are in that respect differences between different service de leavements? Differences between officers and enlisted personnel, male person/female, rank, education reconcile, or the number of dependents of member has? All of these areas will be explored and discussed within the text. After combining personal experiences and views of our group, conducting a group comply, and canvass the results of our research, it was not difficult to conclude that military retention is a exposegrowth hassle. in that respect are many another(prenominal) a(prenominal) an(prenominal) reasons for this, but the most stressed issues have been those which impact shade of life. The quality of life issues have become so well known that it affects recruiting efforts of all branches of the military. The following will discuss virtually recent literary reviews and government statements concerning retention in the military, al ong with the job of retention, some reasons for the problem, and some possible solutions that are now being realized. As stated earlier, issues concerning quality of life seem to be the most all dismantletful(predicate) when it comes to retention in the military.For those members of the military who complete their get-go term success richly and whose performance warrants retention consideration, quality of life factors are key. Surveys have been equal to(p) to document links between retention and quality of life. In January 1999, Maj. Gen. Donald A. Lamontagne, from Peterson air gist Base, Co. , communicate the business line Force Space Command creation Affairs in saying that Weve been trying to fix pilot retention with more m iodiny, but thats not the problem.Its going hindquarters and forth to the desert thats causing the problems, and whats happening is we are losing pilots faster than we can train them. Last year we lost out pilots at a rate of two e precise day. S omehow we have to stabilize this. Military personnel are tired of being deployed for months at a time with very little incur and also want benefits and retirements enhanced and secured. Although allowance was not the leading factor in decisions to leave the military, there is a remarkable hoo-hah between military and noncombatant compensation that call fors to be addressed, as this will aid in recruitment and retention.Government budget cut ski bindings are also a problem, not single for reasons much(prenominal)(prenominal) as personnel benefits and retirements for example, the occupation Force al unmatchable(predicate) has a $5 billion shortfall in their budget for spare-parts. This makes it very difficult to accomplish and build a world-class contrast Force for the future(a), and lowers the morale of its members. Recruiting and retention issues are not dependable active duty issues. The National Guard and reserve forces also face these same challenges. save, here again, these members face a act challenge to benefits.The AFSA ( product line Force Sergeants Association), is trying to deliver one guard/reserve benefit that has paid candid dividends the authentic practice of providing 15 days of fully paid military leave to federal civil servants who are also in the guard or reserve. One administration proposal will, in effect, cost most members their military pay by limiting the total compensation to the laster of noncombatant pay or military pay, versus the current practice of paying both. It is believed that any much(prenominal) limitation will historicly harm recruiting and retention of those who are civil servants.In particular, former (already trained) military members who become civil servants would move back a major incentive to serve in a reserve capacity. Those civil servants with no prior military service will black market a major incentive to join the reserves. Equally as important is the unknown effect this change will h ave on civilian employers support that is currently provided to guard and reserve personnel. Eliminating this program clearly sends the legal injury message. The decision to leave or not to join one of the services has been determined in a large part on the comprehend steady decline in the quality of life and benefits.To keep a fit, fighting force for the twenty- source century, we as a nation should stimulate the money to pay for it. With so many problems, there is a need for many solutions. All branches of the military are establishing solutions, which in time will tell if they will be successful. The following describes some positive step for the military, which should be helpful to many areas, and many people. According to Gen. Dick Hawley, Commander, radiate Combat Command at Langley Air Force Base, VA, a long step concerning the quality of life issue has been made by the Air Force.Currently, in Air Combat Command, they are giving almost 80 percent of their people four mon ths notice of lengthy deployments, and almost neer has anyone deployed from Air Combat Command with less than a months notice. In the past it was not unusual to get a one-week notice for a four-month deployment. This will significantly improve the stability and predictability of personal schedules so people can manage both their professional and personal lives. commonwealth can plan educational programs and family events more adequately.Another method utilize by the Air Force is team basing. Individuals being deployed to certain areas are deployed in teams. This method shows support and should be positive for the morale of their people. The Air Force also is trying to combat the retention problem with assignments, especially with the headquarters-basing concept. With overseas assignments, their people are moving earlier than they would like. With the home-basing concept, this would return the opportunity to elect a home-base location after four to 6 years on active duty.The concept will allow members to stay on at the base they choose for an extended number of years, possibly even until retirement. This doesnt mean people would never leave. They may have to unpack a short tour or go for planning, but then they would return to the same base. This would allow families to build equity in homes, children could stick in the same schools, and spouses could keep their own jobs and careers. The eight-day notices of deployment would also go against members time to complete or make arrangements for their continued education.The military strives on professional military education and provides excellent reimbursements for those who choose to further their education. It has become almost mandatory to have a whelms class to make Lieutenant Colonel and Colonel, with approximately 98 percent of those selected having a masters degree. The medical checkup issues concerning Tricare are being looked at for possible changes for the better, along with increasing re tirement benefits. The military is trying to improve Tricare to match the level of care authorized by the federal official Employees Health Benefit computer program (FEHBP).If done, the cost share should cost the military beneficiary no more than those insured by FEHBP and should include, as a minimum, preventative care, dental care, and a universal (including mail-order) prescription drug service. The military retirement system has changed deuce-ace time, and each time decreasing the benefit. It was last changed in 1986 and now only provides retirement pay based on 40 percent of the high trey years of base pay. The issue is still in debate as whether or not to increase the retirement benefit back to 50 percent of base pay.This is a major issue in deciding whether to leave the military or to stay in longer and is also an issue when recruiting. In 1981, by way of the Department of defensive structure Appropriations Act, U. S. sexual relation mandated that the Military Services , at least annually, provide each member a significant statement of total compensation, so that the member fully considers total compensation when making career decisions. The Department of the navy blue, in particular, has established the Personal Statement of Military Compensation (PSMC).PSMC is a long term Navy project to give members, at least once a year, a summary of total earnings as an active duty member of the U. S. Navy. The total is made up of cash pays, allowances, and bonuses. The allowances include such things as on-base housing and meals, and benefits include commissaries, exchanges, and hospitals, as well as future benefits such as retirement pay and social security payments. Navy leaders support wholeheartedly the effort to get the full compensation story out to current and potential Navy members thereby bring to the success of Navy retention and recruiting programs.With technological advancements growing, the military faces another problem with retention. guard ian channel is necessary for essential positions of the military, in which members may choose to leave for whatever reason. One remedy put in place by the U. S. Office of Personnel Management is the Y2K Assistance for Agencies. This plan deals with recruiting and retaining Information engine room Professionals. The Office of Personnel Management states in their bulletin under agency-based flexibility, the subroutine for retention allowances. It is stated that agencies have discretionary authority to make continuing (i. . , biweekly) payments of up to 25 percent of basic pay to mortal employees and of up to 10 percent of basic pay to a group or category of employees based upon a determination by the agency that (1) the outstandingly high or unique qualifications of the employees or a special need of the agency for the employees services makes it essential to retain the employees and (2) the employee or a significant number of employees in the targeted category would be probable to leave the Federal Government (for any reason, including retirement) in the absence of a retention allowance.Retention allowances must be paid in accordance with the agencys previously established retention allowance plan and must be reviewed and certified annually. Retention allowances are subject to the aggregate limitation on total pay, which is currently $151,800. Another retention technique, and also a way to increase general morale, is by distributing performance and incentive introduces.Agencies within the military have discretionary authority to grant an employee a lump-sum cash award based on a Fully Successful or better rating of record or in recognition of accomplishments that contribute to the efficiency, economy, or other improvement of Government operations. Awards can be tied to particular(prenominal) achievements such as meeting milestones that are identified as part of the work needed to achieve Year 2000 conversion goals. Cash awards do not increase an employe es basic pay.Awards based on the rating of record can be up to 10 percent of salary, or up to 20 percent for exceptional performance, provided the award does not drop dead $10,000 per employee. On January 5, 1999, at a hearing of the Senate Armed Services Committee, Air Force Chief of Staff Gen. Michael E. Ryan called for an additional $30 billion more in Air Force pass bying dedicated to the keenness program over the next five years. This was in addition to the Presidents already proposed injection of $110 billion into the Pentagons budget for the adeptness program to boost mission capability rates.The service chiefs also urged Congress to press ahead with the Presidents previously announced FY 2000 overall 4. 4 percent pay raises, additional targeted pay raises for mid-grade officers and noncommissioned officers and renovation of retirement benefits to 50 percent of base pay for 20 years of service. This confirms to current and potential members of the military that programs a re in place to kindle overall qualities of the military life. According to the U. S.General Accounting Office, more than 30 percent of first term sailors and Marines do not complete the first term of service, many for reasons that relate to poor screening rather than quality of life issues. Although quality of life issues are still considered among the most important when discussing retention, the most useful future research on quality of life issues should connect both objective and subjective variables to militarily relevant outcomes. Issues such as actual retention, on-the-job performance, and overall duty performance, and ultimately readiness and combat performance need to be looked at.Currently, only a part of the quality of life research makes the connection between the inputs and these outcomes. Most of this research has focused only on retention. Researchers need to use or to sustain metrics that indicate the fighting effectiveness of the military, and then to identify wh ich quality of life programs influence these measures of effectiveness. This, along with more funding, and awareness of military life and its qualities will enhance the future of the military. The data collected came from a artless survey (Appendix A). In all, 114 surveys were collected over a period of 12 days.There was not a particular target group, as the retention problem appears to be spread among service members of all ranks. The only banner was that respective(prenominal)s had to be at least half way through his/her first enlistment or period of obligated service. This would have given them ample time to be exposed to military life and form an belief as to whether they would continue serving in the military. Some of the individuals say the survey seemed reluctant to provide their name, especially when they read the portion of the survey concerning dis strong aspects of military service.Many questioned who would see the survey, and only filled it out after they were info rmed that the information would not be seen by anyone outside the research group. Once the data was collected, it was categorized based on branch of service and whether the individual was on officer or enlisted. Due to the proximity of bases in the area, members of the unite States Navy and Marine Corps filled out the majority of surveys. Members of the join States Air Force filled out the re primary(prenominal)der of the surveys. The Army was not represented. The results of the survey can be found in Appendix B. man the total number of surveys collected represents less than one tenth of one percent of the total number of people currently on active duty, it does provide some useful data in terms of wherefore there is a growing amount of dissatisfaction among military members. Respondents were put into one of four categories Navy/Marine Officer Navy/Marine Enlisted Air Force Officer and Air Force Enlisted. Most categories balanced as evaluate with the exception of two average a ge and average time in service for Air Force enlisted members. Both were higher than expected due to a relatively large number of senior-enlisted within the group.When asked what the ancient reason for joining the military was, sixty-two percent (62%) answered to serve my republic or some variation of that statement. Eleven percent (11%) responded that they get together to have a job or career. Ten percent (10%) answered that they joined because of the opportunity to travel, while an additional ten percent (10%) said they joined as a means toward receiving a higher education. Relating these responses to Maslows Need Hierarchy, it can be said that military service, in some way, for some people, satisfies one or more of those needs.Service to country, making what they feel is a meaningful contribution, satisfies the inner need for self-actualization. The military is often viewed as a log-term shipment or even life-long career, with a high degree of job security. Although there hav e been numerous reductions-in-force (RIFs) over the years due to a steadily declining budget, the military is still seen as an organization where its members can stay for as long as they desire. This, according to Maslow, would satisfy the need for security.The opportunity to further ones education and to travel fulfills the need for self-esteem. Ever since the disconnection War, the publics opinion of those in the military has risen significantly in the favorable direction. All of these contribute to positive feelings by military members and help satisfy the need for self-esteem. When asked which aspects of military service were most satisfying, the most common answer, by far, was making friends. Again, when relating this to the Need Hierarchy, the social need is the only one that cannot be met by an individual.It is reasonable to assume that this need is important because of the unique type of demands military service puts on a family. The majority of service members have to re- locate, on average, each three years. This equates to a clean home, new jobs, and new schools for bothone. Even though a service member exponent choose to serve 20 years, he has more than likely moved at least 6 times, unlike his civilian counterpart, who in 20 years may have never moved once. The second most common response regarding satisfying aspects was the opportunity to travel.Again, moving every 3 years, gives personnel ample opportunity to live in a variety of locations both stateside and abroad. There are many bases throughout the world. acquiring situationed in some of the more desirable areas certainly makes the idea of relocating easier. If an individual is assigned to a deploying unit, he/she can expect to go to different areas, as required, for duration of a few days to as long as six months. This is not always seen as a satisfying aspect and the negative side of this will be discussed later.Also, certain perks such as the use of Air Mobility Command (AMC), provid es the ability to travel all over the world on a space available bottom with little or no cost to personnel. We also asked military personnel what the three most dissatisfying aspects of being in the military were. Due to the differences in military branch, rank, time in service, and age, we received a variety of reasons. like any other survey we received some questionable responses, such as not being able to smoke pot (marijuana) and having to brook a uniform everyday. At times it was hard to distinguish whether these responses were serious.On the other hand, we also received many valid reasons. From the results of the 114 surveys we got back, it was determined that the three most common dissatisfying aspects of being in the military were family separation, poor leadership, and erosion benefits. Family separation is of great concern for the majority of military members, particularly those who are married. Military members can be assigned permanent change of station (PCS) orders unaccompanied (without spouse or other dependents) for up to 15 months or they can be sent to numerous short notice deployments.Whether they are Navy, Marines, or Air Force, they are sent away from their families an average of 40% to 50% percent of the year. Some examples of these separations were provided on the additional comments section. For Navy personnel, they had to be away from their families for approximately 6 months in order to fulfill their ship/sea duty as required by the Navy. In some instances, such as for pilots, they were re-deployed from the carriers to different locations for unspecified lengths of time. For Marines, they were also tasked for numerous deployments through out the year without knowing how long they would be gone.The Marine pilots were also in the same position as the Navy pilots, as they usually train together on aircraft carriers. For Air Force personnel, the situation was similar. numerous deployments throughout the year to different bases, such as Southwest Asia, which are at least 4 months long, seem to be very un normal among military members. These deployments are usually to remote places half way most the world where living conditions are very poor. Some locations dont even provide individuals a way to communicate back to their families. These situations take a toll on marriages.Several surveys indicated that these types of constant deployments contributed to military members being divorced at least two or three times throughout their military careers. For single military members, being away from their home stations also made it impossible for them to go home on leave to visit their families. Many of the young, single enlisted members said it was difficult not to be able to go home for holidays, but rather having to spend them alone at deployed locations. In some instances, it was impossible for military members to go home at times of emergency, such as severe distemper or death of an flying family member.These sit uations are hard enough and family separation only makes them more difficult. There are numerous reasons why deployments or unaccompanied permanent change of stations (PCSs) can cause hardships on military members but the main dissatisfaction is family separation. Poor Leadership is another fashionable dissatisfying aspect of being in the military. Just like any organization, you are going to have a few managers/leaders that are not very popular among employees. In the military, managers or leaders are appoint differently than in traditional civilian organizations. Supervisors or leaders are appointed according to rank.For example, if somebody is newly appointed to your section and he or she is the highest- ranking person there, they are usually the ones in level of the section. For this reason, you might get a good leader that knows how to treat people and take care of business, or you might get the micro-managing leader that is just looking out for him/herself in order to get a promotion or favorable evaluation. This type of leadership is found in every position throughout the military. It can range from ones immediate supervisor, to shop chief, flight chief, section commander, squadron commander and so on.Since one of the main goals of every military member is to achieve the highest rank possible, criticizing or speech production out against poor leadership can be detrimental to ones career advancement. One of the main complaints about leadership, according to those answering the survey, is that leadership does not remain constant. People, usually those in leadership positions that are trying to get a check in the block for the next promotion, can be assigned to a duty station or duty section anywhere from one to three or more years. These leaders usually try to quick-fix existing problems or they leave them for the person replacing them.This results in work sections getting a mix of counselling styles. The assigned personnel that remain are the ones that have to endure this. They might get good leaders for short periods of time and then have them replaced by bad leaders and so on throughout their assignment. Yet another example of poor leadership, according to surveyees, are those who brown-nose or suck-up to leaders in the organizations. These are leaders that are afraid or not willing to make suggestions to superiors on how to fix organizational problems. They would rather blindly do as their superiors tell them.These leaders or politicians, as stated before, are just looking out for themselves. Eroding benefits was the third base most common dissatisfying aspect of being in the military. According to those career military members that have been in over ten years, military benefits have been cut back drastically over the past few years. Those members that joined the military within the last few years do not have the same benefits that those that joined over ten years ago do. For example, the amount of retirement pay after 20 years of service is 50% of base pay for those that joined prior to 1986 and 40% for those that have joined since.Another major complaint is that medical benefits and the quality of medical care have been decreasing every year. Another source of dissatisfaction is that training opportunities or assignment preferences are not available anymore. Some personnel feel stuck in certain locations, and it denies them one of the major reasons for joining in the first place an opportunity to travel. While some personnel enthral the stability of not having to move as much, there are many who like to move at the end of their tour and move on to another location.Military members see cutbacks as the major reason for change magnitude family separation, decreasing benefits, and the development and advancement of poor leaders. Over the last several years, the military has gone through a massive downsizing. This resulted in having to incessantly do more with less. The operations tempo of many fly ing squadrons increase and due to under-manning, assigned personnel has to constantly go on deployments. Promotions are now harder to come by because now there are many people competing for fewer positions. The cutbacks in the military budget have caused the destruction of many military installations around the world.Military members viewed many of these installations as benefits because they were considered popular assignment preferences. These assignments were in popular spots around the world that were, for some members, reason to join the military in order to get there. There are various reasons individuals are deciding to voluntarily leave the military. disdain relatively high job security and increasing monetary incentives, many do not feel this is compensation enough to have to endure the increasing hardships put upon them. What can the military do to retain personnel?The government must start by addressing the numerous quality of life issues that military members currently face. Merely offering more money to people will entice some to stay, but the reason most people joined in the first place had nothing to do with money. It is a well-known fact, verified by numerous studies, that a pay gap exists between military members and what would be considered their equivalent civilian counterpart. Until these issues are addressed and personnel start to see a real change in operations and personnel tempo, the military is going to continue to see good people leave its ranks.