Download Free Survey And Analysis Of Surface Warfare Officer Career Path Issues Book in PDF and EPUB Free Download. You can read online Survey And Analysis Of Surface Warfare Officer Career Path Issues and write the review.

Surface Warfare Officers (SWO) attending the Naval Postgraduate School were surveyed on career issues pertaining to career path specialization, warfare skills, SWO qualifications, and their impact on readiness. Survey results indicate that: (1) SWO technical competency does not mandate specialization as a means to enhance readiness, (2) assigning department heads to single 30+ month tours and/or rotating them to provide officer continuity through work-up and deployment may enhanced readiness, (3) implementation of SWO qualification policy may no be supporting adequate qualification policy may not be supporting adequate qualification standards. Keywords: Survey, Surface warfare officer, Career management, Specialization, Readiness. (EG).
The factors that contribute to surface warfare officer in the Navy were investigated. Information was obtained from a sample of 373 stayers and 52 leavers selected from a larger sample of 3,059 surface warfare officers who responded to a survey of officer career development in 1986. An hypothesized model of surface warfare officer retention, based on Steers and Mowday's model of employee turnover (1981), was tested using path analyses. The results of the analyses supported several of the major linkages contained in the model. In line with the model, stated career intent had the strongest influence on officer retention. Additionally, search for alternatives had a direct impact on retention. Level of organizational commitment, along with spousal support and tenure, had a direct influence on career intent. The direct links from spousal support, esteem, assignment acceptability, and benefits to organizational commitment were also supported. Overall, the present study contributes to our understanding of the turnover process within a military setting and provides avenues for future research.
The factors that contribute to surface warfare officer in the Navy were investigated. Information was obtained from a sample of 373 stayers and 52 leavers selected from a larger sample of 3,059 surface warfare officers who responded to a survey of officer career development in 1986. An hypothesized model of surface warfare officer retention, based on Steers and Mowday's model of employee turnover (1981), was tested using path analyses. The results of the analyses supported several of the major linkages contained in the model. In line with the model, stated career intent had the strongest influence on officer retention. Additionally, search for alternatives had a direct impact on retention. Level of organizational commitment, along with spousal support and tenure, had a direct influence on career intent. The direct links from spousal support, esteem, assignment acceptability, and benefits to organizational commitment were also supported. Overall, the present study contributes to our understanding of the turnover process within a military setting and provides avenues for future research.
This report is the ninth in a series of officer career development. In 1983, the Navy instituted a major career path change in the Surface Warfare Officer community. The purpose of this change was to increase the technical knowledge and skills of department heads, and thus, hopefully, operational readiness. The survey research was designed to assess the preliminary acceptance among officer of this career change. Questionnaires were completed by 2,583 surface officers as part of an ongoing research project studying the impact of career management policies on officer career decisions and actions. It was found that officers were generally favorably disposed toward the new policy. There was no preliminary indication that the adjustment in the career path would have any impact one way or the other on an individual's desire to make the Navy a career or to extend beyond 20 years. Recommendations were made for further research and for developing reliable, objective measures of departmental and fleet readiness. (SDW).
This study analyzes data from a survey of the Surface Warfare Officer community. The questionnaire was initiated by Navy Personnel Research and Development Center (NPRDC) in the summer of 1981. This thesis enhances the understanding of the effects of dual-careers and related family issues on surface warfare officer retention. Six theoretical measures were identified (household career status, family responsibility, grade, type duty, family disruptions, and family decision processor), which were expected to explain the variance across career intent and career satisfaction. The study defined a dual-career family as a family in which husband and wife pursue careers that (a) both have professional-administrative-technical (PAT) jobs and (b) the relative proportion between the two incomes is between 60-40 and 50-50.
This study conducted a critical review of professional development requirements in the Surface Warfare Community to maximize the use of increasingly scarce permanent change of station (PCS) funds. Seven network representations of career pathways were constructed to encapsulate the career paths Surface Warfare Officers (SWOs) actually pursue. Four focal points of professional development were determined to provide the basis for these pathways. These four are the major command tour, the commander comamnd tour, the executive officer tour and the department head tour. Naval Officer Billet File data and information from the Naval Military Personnel Command's Officer Manning Plan model were used to determine the geographic locations and respective numbers of SWO billets. Officer Longitudinal Master File data were used to determine historical tour lengths of Surface Warfare Officers. Analyses were conducted for key developmental tours and for the type of tour assignment (sea or shore, and geographic location). The interrelationships between tour length, billet opportunity and selectivity are discussed. The above considered, two additional career pathways were developed which improve the efficiency of the SWO career path and potentially save PCS funds. Keywords include: Career Planning, Career Development, Permanent Change of Station Costs, and Theses.
This study conducted a critical review of professional development requirements in the Surface Warfare Community to maximize the use of increasingly scarce permanent change of station (PCS) funds. Seven network representations of career pathways were constructed to encapsulate the career paths Surface Warfare Officers (SWOs) actually pursue. Four focal points of professional development were determined to provide the basis for these pathways. These four are the major command tour, the commander comamnd tour, the executive officer tour and the department head tour. Naval Officer Billet File data and information from the Naval Military Personnel Command's Officer Manning Plan model were used to determine the geographic locations and respective numbers of SWO billets. Officer Longitudinal Master File data were used to determine historical tour lengths of Surface Warfare Officers. Analyses were conducted for key developmental tours and for the type of tour assignment (sea or shore, and geographic location). The interrelationships between tour length, billet opportunity and selectivity are discussed. The above considered, two additional career pathways were developed which improve the efficiency of the SWO career path and potentially save PCS funds. Keywords include: Career Planning, Career Development, Permanent Change of Station Costs, and Theses.
Over the past year we surveyed all Surface Warfare Officers (SWOs), from ensign and captain, to identify key workplace satisfiers and dissatisfiers with the primary goal of finding the friction in our officers’ lives that detract from their personal experience, fleet-wide connectedness, and overall warfighting readiness. Results from these surveys varied by rank; many trends were consistent regardless of paygrade. These surveys sought to establish reasons SWOs separate from the Navy, whether and why they desire command, and factors contributing most to workplace satisfaction and dissatisfaction. The surveys provided insight regarding how SWOs view organizational improvement initiatives, support programs, and the SWO career path.
Officer Master File data were used to reconstruct and analyze the career paths of a sample of 1,084 year group 1958-1963 Surface Warfare Officers. Of particular concern were the developmental characteristics, apart from performance, which distinguished the careers of commander-command selectees from those of nonselectees. A wide variety of career development opportunities were found to have been provided to Surface Warfare Officers to enable them to quality for command selection, and the absence of any absolute path to selection or nonselection was confirmed. There were, however, certain individual billet types, combinations of billets and commissioning sources which, if experienced by Surface Warfare Officers, tended to increase or decrease their probability of later command selection. In this regard, the singular importance of the lieutenant commander executive officer tour to command selection was documented. (Author).
This study is the second in a series funded by the Chief of Naval Personnel to address low retention of officers in the Surface Warfare Officer (SWO) community. Low junior officer retention is a concern, particularly with respect to SWO women--whose numbers have steadily declined since the repeal of the Combat Exclusion Act in 1994. Studies conducted in this area have found that family-related factors, as well as leadership and culture factors (including morale and lack of mentoring), push both men and women out of the Navy. Nonetheless, the Navy's primary effort to improve retention has been to introduce the Surface Warfare Officer Continuation Pay (SWOCP) in 1994 and, subsequently, to offer a Critical Skills Retention Bonus. Retention bonuses have not offset the non-monetary concerns, particularly for women. The present study focuses on the non-monetary factors that have received little attention in the past with respect to changes that could be made to improve retention. The findings apply to both men and women. Unlike previous studies that have assessed intentions of SWOs to stay or leave, the current study is based on a survey of officers who have actually made the decision to leave active duty and who are now in the Individual Ready Reserve (IRR). The data show that family-related factors are the highest-rated influences on the decision to leave active duty; this holds true for both men and women and older vs. younger year groups. Women felt more strongly than men about the influence some of these factors had on the decision to leave active duty, but the similarity between the opinions expressed by men and women was surprising. Further, monetary incentives have less influence on retention than family or leadership factors. "Total military pay" was more important to men than to women, but still placed lower on the list than many other factors that caused men to leave active duty. Other findings are reported that concern mentoring, gender issues, feelings about the separation decision, and incentives that could encourage this group to consider returning to active duty. More women than men would consider returning, and improvements in leadership were mentioned most often by all groups as a change that needs to be made to improve retention. Finally, recommendations are made for training interventions and research to address leadership issues.