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Author Wallace, Roy A., author

Title Paid to perform : aligning total military compensation with talent management / Roy A. Wallace, Michael J. Colarusso, Andrew O. Hall, David S. Lyle, Michael S. Walker
Published Carlisle, PA : Strategic Studies Institute and U.S. Army War College Press, 2015
Online access available from:
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Description 1 online resource (xi, 66 pages) : color illustrations
Series Officer corps strategy monograph series ; volume 8
Officer corps strategy monograph series ; v. 8
Contents Introduction : the case for a complete compensation overhaul -- Background : talent management as a compensation change framework -- Principle #1 : cost effective -- Principle #2 : competitive and equitable -- Principle #3 : flexible -- Principle #4 : performance driven -- Principle #5 : supportable and executable -- Conclusions
Summary "Transforming the U.S. military's personnel management system is critical to long-run American national security interests, particularly as increasingly capable peer adversaries emerge. Talent management is critical to confronting these threats, particularly in an austere fiscal environment. This transformation cannot take place in a vacuum, however. As an extensive body of labor economics literature makes clear, total compensation management is an integral part of talent management. As the military changes the way it accesses, retains, develops, and employs its people, so, too, must it change the ways in which it compensates them. However, the current compensation system, rooted in industrial-era labor management practices, has outlived its usefulness. It is not linked to defined organizational outcomes, rests upon an ineffectual evaluation system, and does little to incentivize performance. Designed to complement an 'up or out' personnel system that treats people as interchangeable parts, it has been rendered obsolete by dramatic changes in the American labor market, fiscal constraints, technological advances, and the changing nature of information age work. Using the Army's Officer Corps as a case study upon which a wider compensation model can be built, a system is proposed that integrates redesigned basic pays and pensions, 'monetizes' nonpay benefits, and provides additional performance incentives in critical positions demanding organizational productivity"--Publisher's web site
Notes "June 2015."
Paper version available for sale by the Superintendent of Documents, U.S. Government Publishing Office
Bibliography Includes bibliographical references (pages 55-64)
Notes Online resource; title from PDF title page (SSI, viewed July 10, 2015)
Subject United States. Army -- Pay, allowances, etc
United States. Army -- Personnel management
United States. Army.
Merit pay -- United States
Performance awards -- United States
Armed Forces -- Personnel management.
Armed Forces -- Salaries, etc.
Merit pay.
Performance awards.
United States -- Armed Forces -- Pay, allowances, etc
United States -- Armed Forces -- Personnel management
United States.
Form Electronic book
Author Colarusso, Michael J., author
Hall, Andrew O., author
Lyle, David S. (David Stephen), 1971- author
Walker, Michael S., author
Army War College (U.S.). Press, publisher
Army War College (U.S.). Strategic Studies Institute, publisher
Other Titles Aligning total military compensation with talent management