The relationships among stakeholders involved in manpower, personnel, and training processes for managing the U.S. Navy information systems technician rating are discussed. The authors examine the effects of these different stakeholders on efficiency and effectiveness measures for the information technician community in general and the Consolidated Afloat Networks and Enterprise Services program specifically.

Recognition of the problem of sexual assault, especially acquaintance rape, has increased dramatically since 1990. This compendium provides an overview of recent research on sexual assault and summarizes more than 450 individual studies of the topic, including research on its prevalence, victim and perpetrator risk factors, prevention, recovery and coping, and the responses of the health care, law enforcement, and criminal justice systems.

This book develops a fact-based approach to modeling diversity management in U.S. corporations, analyzes the strategies pursued by 14 large U.S. companies recognized for their diversity or human resource achievements, and compares a number of company characteristics. Firms recognized for diversity are distinguished by a core set of motives and practices, but best practices per se may not enable a company to achieve a high level of diversity.It develops a fact-based approach to diversity management in U.S. corporations and uses it to compare corporate practices.

Since current policies for assigning military women were issued, the U.S. Army has changed how it organizes and fights. Assessing the Assignment Policy for Army Women considers the whether the Army is adhering to the assignment policies as well as the appropriateness of the current U.S. Department of Defense and Army assignment policies, given how units are operating in Iraq.

Are there feasible alternatives to the present "up-or-out" policy for U.S. military officers? Most military officers are subject to a policy known as "0up-or-out," which requires separation from service if they are not promoted or selectively continued within a certain period of time or when they encounters established grade/tenure limits. RAND considered a range of potential substitutes for, or modifications of, the existing policy and recommends that the Department of Defense implement four demonstration projects to establish the relative value of specific policy alternatives and requirements.

Prepared for the Office of the Secretary of Defense.

Recommends alternative promotion models to address the high turr over of the military's general and flag officers. The Department of Defense (DoD) experiences a high turnover from its general and flag officers (G/FOs). A concern exists that simply lengthening the stay of senior officers will only clog the system, stagnating promotions through out the entire officer corps. In response to this, RAND researchers analyzed the current system, reviewed literature on corporate management practices, and modeled different ways of managing G/FOs. In addition to proposing variations to the promotion model, the authors address the concerns expressed by those in DoD and Congress about implementing such changes.

As a competitive employer in the US, the Department of Defense strives to maintain benefits comparable to those of the public and private sector. This book explores the greater use of extended leaves as part of the department's strategic human resource plan.