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The Coast Guard enlisted performance evaluation system requires a semiannual evaluation of all enlisted personnel in the areas of proficiency, leadership, and conduct. The stated objective of the system is to differentiate between the performance of individuals. The performance evaluation marks assigned are intended for such administrative purposes as advancement in rate, assignment, and determination of the character of service. A Coast-Guard-wide sample of performance evaluation marks for the period ending 31 December 1975 and of the records of personnel who participated in the March 1976 service wide examination for advancement was analyzed. In an effort to improve upon the quality of enlisted performance evaluations, a format and methodology for development of a new performance evaluation system that will differentiate individual performance as well as aid in individual career development through counseling was designed.
The Coast Guard enlisted performance evaluation system requires a semiannual evaluation of all enlisted personnel in the areas of proficiency, leadership, and conduct. The stated objective of the system is to differentiate between the performance of individuals. The performance evaluation marks assigned are intended for such administrative purposes as advancement in rate, assignment, and determination of the character of service. A Coast-Guard-wide sample of performance evaluation marks for the period ending 31 December 1975 and of the records of personnel who participated in the March 1976 service wide examination for advancement was analyzed. In an effort to improve upon the quality of enlisted performance evaluations, a format and methodology for development of a new performance evaluation system that will differentiate individual performance as well as aid in individual career development through counseling was designed.
A worker-oriented job element inventory was developed and administered to a random sample of 3,000 Coast Guard enlisted personnel from nine different rates and 28 different job ratings. The survey responses were analyzed by Tucker's Three Mode Factor Analysis in order to determine effectively how many different performance appraisal forms should be developed for Coast Guard use. Seven prototype evaluation forms were developed from the job inventory data and introduced in technical conferences with samples of personnel from the various rate and rating groups. Data gathered in these conferences were used to develop the final evaluation instruments. A feedback system was proposed, and an experimental design for testing the effectiveness of the new forms was also developed. (Author).
The U.S. Coast Guard has revamped its Enlisted Performance Evaluation System on 1 July 1983. The new system was developed by a five member project team which analyzed in detail the problems and shortcomings of the previous system, and re-defined needs and uses of the new system. The prime consideration in designing the new system was to better identify performance levels and provide feedback of strengths and weaknesses to the evaluee. As a result the system did not provide adequate differentiation between members of the same pay grades. Junior and senior enlisted members were evaluated on the same form at the same time. The system did not provide the evaluee with information on what his or her strengths/weaknesses were. Proficiency, Leadership, and Conduct were broadly defined, and all the evaluee was privy to was the 'final' three marks, with some understanding that these marks would refer to terms such as 'Outstanding, Excellent, or Average.' The Mark assigned in each category was an 'average' of the items that made up that category. Therefore, the system did not provide any meaningful feedback on job performance, only final marks.
The ability of the Navy to measure the performance of its enlisted personnel is analyzed. Specifically, the objectives of the Enlisted Performance Evaluation System and the means of attaining those objectives, the NAVPERS 792 Form, are examined. A revision of the NAVPERS 792 is proposed for technical ratings and complete instructions for use of the revised form are presented. Areas for future improvement and refinement are detailed. (Author).
This thesis investigated the factors that influenced the retention of Coast Guard enlisted personnel. A multivariate regression model was developed for a sample of 377 first-term, four-year males. The model was estimated using data from the Coast Guard Personnel Management Information System data base (demographic, trainability, enlisted, enlisted performance and unit characteristics), and results from the Coast Guard 1991-1992 CAREER DECISION SURVEY to determine their relative importance in retention behavior. The results suggested that members' trainability (measured by AFQT scores) and age upon original entry into the service had important effects upon retention. Personnel who thought about leaving the service most due to command climate and coworker issues were more likely to leave the service than personnel who thought about leaving the service most due to pay and benefits, self-development, working environment and family and personal life issues. This suggests that policies which improve general working conditions and job satisfaction, as well as self- development and pay and benefits issues and service impact upon personal and family life appear to have positive impacts upon retention. Detailed recommendations were provided for additional variables in the model and survey improvement. These findings can help the Coast Guard managers and manpower planners understand the important influences upon junior enlisted personnel retention decisions and the impact personnel policies can have upon those decisions.
The United States Coast Guard has implemented a performance appraisal system intended to enable personnel boards within the service to fairly select Coast Guard Officers (for promotion, schooling, and assignment), while also providing for the professional development and counseling of officers. This system, the Officer Performance Management System (OPMS), is based largely on the principles of management by objectives (MBO) and incorporates the use of behaviorally anchored rating scales (BARS) in the process of performance evaluation. In an effort to assess the current attitudes of Coast Guard officers concerning the Officer Performance Management System (OPMS), the author has administered a survey to a random sample of five hundred active duty Coast Guard Officers. This sample was drawn from paygrades 0-1 through 0-6 and is further stratified by career field and geographic area of assignment. The survey attempts to measure reactions, attitudes, and specific areas of knowledge relevant to the OPMS. The survey responses depict only limited acceptance of the OPMS.
The United States Coast Guard has implemented a performance appraisal system intended to enable personnel boards within the service to fairly select Coast Guard Officers (for promotion, schooling, and assignment), while also providing for the professional development and counseling of officers. This system, the Officer Performance Management System (OPMS), is based largely on the principles of management by objectives (MBO) and incorporates the use of behaviorally anchored rating scales (BARS) in the process of performance evaluation. In an effort to assess the current attitudes of Coast Guard officers concerning the Officer Performance Management System (OPMS), the author has administered a survey to a random sample of five hundred active duty Coast Guard Officers. This sample was drawn from paygrades 0-1 through 0-6 and is further stratified by career field and geographic area of assignment. The survey attempts to measure reactions, attitudes, and specific areas of knowledge relevant to the OPMS. The survey responses depict only limited acceptance of the OPMS.