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This is a report of an occupational survey of the Flight Engineer (Performance Qualified) career ladder completed by the Air Force Occupational Measurement Squadron (APOMS). These data will be utilized to evaluate the AFMAN 36-2108 Specialty Description and training documents. The last survey results pertaining to this career ladder were published in November 1988. As described in the AFMAN 36-2108 Specialty Description, dated October 1994, personnel in this career ladder are responsible for performing aircraft inspections; operating and monitoring aircraft and engine systems controls, panels, indicators and devices; computing aircraft performance data; and performing in-flight duties per flight manual checklists. This is a lateral-entry career ladder. Acceptance into this specialty requires prior qualification at the 5- or 7-skill level in In-Flight Refueling, Aircraft Loadmaster, Missile and Space System Maintenance, Tactical Aircraft Maintenance, Manned Aerospace Maintenance, or Aerospace Maintenance career ladders. Once accepted, personnel must complete the 7-week 2-day BFE- Basic Flight Engineer Course at Aitus AFB, OK. Instruction covers general topics such as, ground instruction on aerodynamic factors of aircraft performance; calculator operation and computations; prediction of takeoff and landing data; cruise range and fuel consumption data; performance limitations; mission planning and adjustments; and computations of aircraft weight and balance. More detailed aircraft-specific training is accomplished during follow-on qualification training at various bases, depending on the student's aircraft assignment. Entry into the career ladder currently requires an Armed Services Vocational Aptitude Battery (ASVAB) General score of 55.
This analysis extract is a compilation of computer printouts which summarize data collected from job incumbents in the Air Force specialty during a recent occupational survey. The data in these printouts are used to identify jobs and tasks performed by personnel within your career ladder, adjust or establish training programs, make classification decisions within or across specialities and assist managers in making decisions.
1. Survey Coverage: The Flight Engineer (Performance Qualified) career ladder was surveyed to obtain current task and equipment data for use in evaluating current training programs. Survey results are based on responses from 754 Active Duty respondents (48 percent of total number surveyed). Additionally, there were 275 Air Force Reserve Command (AFRC) (26 percent of total number surveyed) and 353 Air National Guard (ANG) (70 percent of total number surveyed) included in the survey sample. The survey sample satisfactorily represents the overall Career ladder population.
This is a report of an occupational survey of personnel in the Flight Engineer, Performance Qualified, career ladder completed by the Occupational Analysis Branch, USAF Occupational Measurement Center, in May 1983. The last occupational survey of this career ladder was the published in August 1976. The present survey was requested by the Director of Training, Deputy Chief of Staff, Operations, Headquarters, Strategic Air Command. This survey is part of a group of surveys of enlisted aircrew AFSCs being done to examine the feasibility of a preliminary undergraduate aircrew technical school. In addition, a common aircrew study examining tasks performed across all enlisted aircrew specialties will be published later this year.
This report summarizes the results of an occupational survey of the Flight Engineer career ladder (AFSC 113X0). This specialty is divided into two shred outs. B-shred personnel are qualified to perform Flight Engineer duties on helicopters, while C-shred individuals are Performance Qualified, performing their duties on fixed winged aircraft . The survey was originally requested by HQ MAC/DOT to determine the feasibility of merging the two shreds. Since the time of the request, that proposal has been dropped. Presently, B-shred personnel are interested in occupational survey data to create a new Specialty Training Standard (STS) and a 3-skill level course. Separate OSRs were previously conducted for each shred. The B-shred Occupational Survey Report was published in December 1982, while the C-shred OSR was done in June 1983. Keywords: Job analysis, Personnel development, Air Force training, Skills. (SDW).
Discusses the policy options aimed at ameliorating personnel concerns.
The role of women in the military has steadily been increasing since the early 1970s. The most recent changes occurred between 1992 and 1994, when both legislative and policy changes expanded opportunities for women. Congress has taken a keen interest in this process, and the House report for the Defense Authorization Act for Fiscal Year 1997 included as a special interest item a direction to the Secretary of Defense to evaluate the performance of the military services in integrating women into occupations previously closed to them. The report also asked for an assessment of the effects of this integration on readiness and morale. The study has three components. The first determines how each service implemented the guidance to open new skills and organizations to women. Each service interpreted the guidance differently, and it is important to understand those interpretations before assessing the progress in implementing the congressional guidance. The second component assesses the progress of what we refer to as gender integration. In this component, we determined the extent to which the services carried out their interpretations of the congressional direction. The third component assesses the effects of gender integration on the readiness, cohesion, and morale of units. To complete the third component, we relied on a series of visits to military units. We visited 14 units, chosen to provide the broadest possible view of the effects of the policy changes. We used three techniques during field visits to gather information about gender issues and their effects on readiness, cohesion, and morale. We interviewed commanders and other senior leaders, conducted a series of focus groups with unit personnel, and administered a survey to focus-group participants and other unit personnel.