Suchergebnisse

The United States Army recently implemented a policy aimed at quelling a large-scale exodus of captains. This policy included the provision of a Menu of Incentives Program targeting officers in year groups 1999--2005. This study details the captain attrition problem, evaluates literature regarding retention options, analyzes the efficacy of the Army's interventions by branch and by year group, and draws conclusions regarding future incentives. Methods used include chi-square and odds ratios analysis. Results reflect high acceptance rates for year groups 1999--2003; however, officers in these year groups may have remained in the service without any additional incentives because they were logically beyond the initial decision point. Findings suggest that seniority, skill, and adequate incentive pay are important considerations for future incentive programs. [Reprinted by permission; copyright Inter-University Seminar on Armed Forces and Society/Sage Publications Inc.]

The United States Army recently implemented a policy aimed at quelling a large-scale exodus of captains. This policy included the provision of a Menu of Incentives Program targeting officers in year groups 1999—2005. This study details the captain attrition problem, evaluates literature regarding retention options, analyzes the efficacy of the Army's interventions by branch and by year group, and draws conclusions regarding future incentives. Methods used include chi-square and odds ratios analysis. Results reflect high acceptance rates for year groups 1999—2003; however, officers in these year groups may have remained in the service without any additional incentives because they were logically beyond the initial decision point. Findings suggest that seniority, skill, and adequate incentive pay are important considerations for future incentive programs.

Democracy manifests itself in a range of ways and is an imperfect, dynamic struggle for collective decision-making. This article dis cusses the multifaceted processes of deliberative democratic praxis found in traditional Māori society. Central to decision-making in te ao Māori, hui provide formal and informal structures for deliberative democracy, precedent setting, learning, and transformation through consensus mak ing, inclusive debate, and discussion across all levels of society. Rather than coercion and voting, rangatira relied on a complex mix of custom ary values and accomplished oratory skills to explore issues in family and community meetings and in public assemblies. Decisions made through in clusive deliberative processes practiced in hui established evident reason ing and responsibility for all community members to uphold the reached consensus. This article claims that practicing deliberative democracy as a fundamental way of life, learned through ongoing active and meaningful participation throughout childhood, improves the integrity of democratic decision-making. ; false