LEADER 02625oam 2200361zu 450 001 9910219974703321 005 20220909165729.0 035 $a(CKB)3360000000476963 035 $a(SSID)ssj0000597578 035 $a(PQKBManifestationID)12207081 035 $a(PQKBTitleCode)TC0000597578 035 $a(PQKBWorkID)10578254 035 $a(PQKB)11155602 035 $a(EXLCZ)993360000000476963 100 $a20160829d2007 uh 0 101 0 $aeng 181 $ctxt 182 $cc 183 $acr 200 00$aAir Force enlisted force management $esystem interactions and synchronization strategies /$fLionel A. Galway [et al.] 210 31$aSanta Monica, CA :$cRand Corp ;$d2007 300 $aBibliographic Level Mode of Issuance: Monograph 327 $aIntroduction Objectives of enlisted force strength management The enlisted aggregate strength management system The enlisted disaggregate strength management system The enlisted promotion system The manpower system Strategies to improve synchronization of the strength management system with the enlisted promotion and manpower systems Conclusions and recommendations Appendix Selected manpower grade rations over time 330 $aA fundamental goal of the Air Force personnel system is to ensure that the manpower inventory, by Air Force specialty code and grade, matches requirements. However, there are structural obstacles that impede achieving this goal. The three major independently managed systems the Air Force uses to determine manpower strength currently tend to function in isolation. Because the current organizational structure lacks broad coordinating and control mechanisms, actions taken to control one system often adversely affect another. The authors lay the foundation for a discussion of policy changes that would better synchronize these systems. They propose a methodology that would marginally modify grade authorizations within skill levels to make it possible to better achieve manpower targets. Each specialty would retain the same number of authorizations within each skill level, and the aggregate solution would maintain the same total number of enlisted authorizations by grade. This would help the manpower community follow the policy of equal selection opportunity while also taking personnel management system capabilities into account. 676 $a358.4/1338 702 $aSchiefer$b Michael 712 02$aProject Air Force (U.S.) 712 02$aRand Corporation 801 0$bPQKB 906 $aBOOK 912 $a9910219974703321 996 $aAir Force enlisted force management$92908502 997 $aUNINA