By Beth J. Asch
This document makes use of facts at the merchandising, pay, and retention profiles of civil provider staff within the division of safeguard (DoD) to guage even if fine quality staff are promoted speedier, paid extra and remain longer in civil provider than different employees. The overview measures of group of workers caliber on manager rankings, point of schooling and promoting pace. The analytical effects point out that higher-quality body of workers are often paid extra and promoted swifter than lower-quality body of workers. effects range looking on the standard degree used, the cohort tested, and several other variables. Retention styles additionally range considerably through occupational region and schooling. components for destiny study are recommended, together with the results of the retirement procedure on retention, the function of bonuses, and even if the profession results tested during this research are enough to draw and hold a team that meets present and destiny group of workers standards.
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Additional info for The Pay, Promotion, and Retention of High-Quality Civil Service Workers in the Department of Defense
Example text
This measure addresses one of the concerns about the usefulness of the education variable in that it indicates the quality of a worker’s performance from the supervisor’s standpoint and therefore provides an indication of how well-suited the individual is for his or her civil service job. However, supervisor rating has two drawbacks as a measure of personnel quality. First, it is sometimes missing in the DMDC files, especially for the first year of service. 1 shows that supervisor rating is missing for more than 80 percent of the entrants in the first year.
3 indicate that factors other than the measures of personnel quality influence promotion speed. Those who enter at younger ages experience faster promotions, especially first promotion. 1 indicate that they had somewhat lower pay in the FY88 cohort, other factors held Pay, Promotion, and Retention of Higher-Quality Personnel 51 constant. 1. Consistent with the figures in Chapter Three, promotion speed varies considerably by occupational area, even with other observable characteristics held constant.
Entry education and supervisor rating. 2 shows the results of estimating the Cox regression models of months to first and to second promotion for the FY88 cohort. 3 shows the results for the FY92 cohort. Of particular interest are the columns labeled Risk Ratio. For indicator variables such as AADEG (associate’s degree), the risk ratio, equal to exp(β), can be interpreted as the ratio of the estimated hazard for those with a value of 1 to the estimated hazard for those with a value of 0 (controlling for the other covariates).