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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.
In February of 1980, the Coast Guard began a study to look at and, if necessary, replace its existing performance appraisal system. The study, conducted jointly with an outside contractor, was originally estimated to be a three year effort. Rapid deterioration of the existing system, however, resulted in the imposition of a deadline for implementation of a replacement system. The three year project now was to be completed in eighteen months. This paper is a look at the development of this system as well as the strategy used to achieve its' implementation within the reduced time frame. It will provide some insight into organizational change and the manner by which it can be brought about.
The purpose of this research effort was to investigate the U.S. Coast Guard's Fitness Reporting system, which is used to appraise and evaluate its officer personnel. The current system has been successfully used for the past fifteen years, but is now suffering from marked inflation and what have been called 'the problems typical of similar performance appraisal systems.' The approach used for this investigation focused on the non-numerical aspects of the system in an attempt to enhance the 'quality' of information provided to the system users, and to increase the credibility of the present system throughout the service. An analysis of the current system was made, set against the background of a comprehensive literature review. Data from telephone interviews, a sample of 100 actual Coast Guard fitness reports, and other sources were analyzed to determine which systemic variables were/were not effective. Based on the foregoing analysis, several system modifications were suggested to increase the efficiency and effectiveness of the current system. (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.
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).
1. PURPOSE. This Manual establishes policies and standards for the administration of the Coast Guard External Affairs Program for both Coast Guard Headquarters and the field. 2. ACTION. All Coast Guard commanders, commanding officers, officers-in-charge, deputy/assistant commandants, and chiefs of headquarters staff elements shall comply with the provisions of this Manual. Internet release is authorized. 3. DIRECTIVES AFFECTED. The Coast Guard Public Affairs Manual, COMDTINST M5728.2 (series), Coast Guard Partnership with First Book, COMDTINST 5350.5 (series), Retired Flag Officer Biographical Material/Requirements, COMDTINST 5700.3 (series), and The Coast Guard Engagement Framework, COMDTINST 5730.2 (series) are canceled. All Commandant directives referencing the Public Affairs Manual and The Coast Guard Engagement Framework are now directed to this Manual and Reference (a).