Eliminating Poor Performers: The Catalyst to Improve Quality in the U.S. Army
Abstract
The current culture of the Army says that people are the most important priority, but its actions are contrary to keeping quality people in the Army. Disillusioned soldiers are leaving due to a lack of job satisfaction. The examination of successful business practices and SOF practices suggests that rigorous personnel management to get and keep the right people in the organization is the most important aspect of maintaining a great company or unit. The Army can apply this by facilitating and encouraging leaders to separate poor performers. This will initially increase quality of units and will eventually improve job satisfaction by increasing the quality of leaders. Changing the parameters of success to be more qualitative by allowing unit commanders to decrease to an acceptable size will permit the flexibility required begin this change. By managing expectations, commanders will resist growth at the expense of quality therefore creating a consistent pattern of increased quality.
Document Details
- Document Type
- Technical Report
- Publication Date
- May 01, 2012
- Accession Number
- ADA601100
Entities
People
- Clifton T. Causey
Organizations
- Marine Corps University