2003 IMTA Proceedings - International Military Testing Association

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728 Group Dynamics Train your Marines as a Fostering Teamwork and Team Building Team Building team Collaboration Develop a sense of Inspiring, Empowering, and responsibility among your subordinates Exercising Authority Mentoring Mentoring Developing People Leading Courageously Combat/Crisis Leadership Building; Developing Emotional Building Relationships Partnering Building Coalitions/ Communication; Partnering Self Interpersonal Tact Personal Leadership Professionalism Interpersonal Skills Accountability and Dependability Responsibility, Accountability, Service Motivation; Responsibility Authority; Service Motivation; Accountability Aligning Values Loyalty; Respect, Duty, Bearing; Courage; Integrity; Leading by Example Integrity Integrity and Honesty Selfless Service; Honor, Justice; Unselfishness; Followership Integrity, Personal Courage Loyalty; Set the example Health and Well Being Physical Endurance Personal Conduct Seek responsibility and take responsibility for your actions Self Awareness and Learning; Leadership Theory Learning Know yourself and seek improvement Technical Proficiency Technical Be technically and tactically proficient; Knowledge Enthusiasm 45 th Annual Conference of the International Military Testing Association Pensacola, Florida, 3-6 November 2003 Adapting Flexibility Flexibility; Continual Learning Inspiring Trust Assessing Assessing Self Technical Credibility Technical Credibility Demonstrating Tenacity Resilience Creativity and Innovation Creativity and Innovation
In answer to ‘are we all saying the same thing?’ we respond with a simple mathematical exercise. Among the 41 constructs represented in Table 3, 20 are included in three or more frameworks, 15 are included in two, and six are unique to a single framework. Too close to call? In about half the cases, the frameworks appear to be saying the same thing but there are also significant differences in terms of what is included, or at least the level at which it is included in the leadership framework. There are some very obvious differences in terms of labels of leadership constructs as indicated by the within row groupings in Table 3. CRITIQUE OF THE FRAMEWORKS The true value of our efforts is to point out aspects of each of the frameworks that could be improved. While each of the organizations included in this analysis is unique, we believe that the nature and purposes of these organizations is similar enough that there should be great similarities in how leadership is defined, described and displayed within them. The first test we submitted the frameworks to was whether or not they used a consistent representation of the labels of their components across all those components. Only the Air Force and Army models passed this test. The Coast Guard, Navy, and ECQ frameworks mix processes (decision making, influencing and negotiating, problem solving), functions (mentoring, management and process improvement, financial management), and characteristics (health and well being, flexibility, integrity and honesty). The Marine Corps principles and traits were more difficult to evaluate, but one could argue that several traits are actually KSAs (decisiveness, judgment, knowledge). The second test was one of independence of components within a framework. The Coast Guard framework includes performance appraisal and workforce management systems – certainly related; and self awareness/learning and leadership theory (defined in terms of learning about leadership). The Army framework includes mental and conceptual aspects on the attribute and skill dimensions, respectively. There also appears to be some overlap among the twelve skill dimensions (developing/building/improving; executing/operating). The Air Force framework may potentially overlap on commanding and exercising sound judgment, and many of the other identified components seem closely related to other components (inspiring trust and influencing/negotiating; building relationships/mentoring). The Navy and ECQ frameworks had similar overlap within them (problem solving/decisiveness; leading people/working with people). Several Marine Corps principles and traits overlap (make sound and timely decisions/decisiveness; seek responsibility and take responsibility for actions/initiative). The most common confounding in the frameworks is the mixing of processes or techniques to perform work and the functional areas of that work. For example, all organizations include decision making, problem solving, or judgment at some level in their frameworks. With the exception of the Army and Marine Corps, they also include functional areas such as workforce management, financial management, and conflict management that obviously require these processes or techniques to perform them. Next we examined the extent to which each of the frameworks provide behavioral examples or actions associated with the competency or components. As an illustration of the 729 45 th Annual Conference of the International Military Testing Association Pensacola, Florida, 3-6 November 2003
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45 th Annual Conference of the Inte
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ii A11. Krouse, S.L., and Irvine, J
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iv OCCUPATIONAL ANALYSIS APPLIED FO
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vi ANALYTICS C09a. Heffner, T.S.; T
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viii NATIONAL DEFENCE FORCE (S.A.N.
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x Minutes International Military Te
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xii BY-LAWS OF THE INTERNATIONAL MI
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xiv coordinating Primary Member. An
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USABILITY TESTING: LESSONS LEARNED
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the operational environment and, of
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Pill, J. (1970) “The Delphi Metho
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Types of definition There are diffe
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they may discuss components of it.
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It seems that in the absence of uni
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Do we assess what we want to assess
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Construct and criterion related val
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Results Due to the lack of a normal
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during ACABO. The question was ther
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Scholz, G. S., H. (1993). Das nomol
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There are not many studies with the
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6 Neuroticism 4.53 .56 .71 -.25 -.1
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-.37** Neuroticism -.38** Extravers
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Judge, T.A., Bono, J.E., & Locke, E
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y members of the occupational field
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performance value to lowest through
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comparing the two products; perhaps
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TP Questionnaire AFSC _____________
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40 Attachment 4 Respondent Comments
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42 References Institute for Job and
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• Austria also has committed itse
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INTERNATIONAL OPERATIONS FORCES ENT
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JOB-SPECIFIC PERSONALITY ATTRIBUTES
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Canadian Forces. Results indicated
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Table 1. The NCOPI Dimensions and G
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Table 2. Correlations Between Perso
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To examine the relationship between
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correlates of psychological well-be
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Thomas, J. L., Dickson, M. W., & Bl
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more counterproductive behaviors, a
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dimension (e.g., maintain mechanica
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judged by trained raters). The resu
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Lightfoot, M.A., Alley, W.E., Schul
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abnormal positions such as spins an
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Description of OZ -----------------
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-----------------------------------
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-----------------------------------
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Procedure: Data collection consiste
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Fig. 4b: Heading performance of the
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Fig. 5b: Heading performance of the
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Fig. 6a: Altitude performance of th
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Discussion The most important concl
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12. Hoffman, R. R., Ford, K. M., an
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PERCEPTUAL DRIFT RELATED TO SPATIAL
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indicated by the negative values. T
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Dizio, P., Li, W., Lackner, J.R. &
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Psychologically, the victim of perc
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Individualized colored filters seem
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e remembered, however, that Irlen o
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Neurofeedback Training for Two Dime
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conserved. We can determine both Co
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sophisticated equipment and technol
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Figure 1: Changes in Concentration
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WHAT TODAY’S SOLDIERS TELL US ABO
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troubleshoot interconnectivity prob
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What advantages do Soldiers rate as
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This new training process viewed th
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collection and analysis. Also inclu
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CONCLUSION Figure 4: Sample Distrib
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RACE AND GENDER AS FACTORS IN FLIGH
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egression equation. The process was
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DISCUSSION These studies found that
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Validation of an Unmanned Aerial Ve
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direction, and stick movement produ
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References Biggerstaff, S., Blower,
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Table 2. Correlations and descripti
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Figure 1. Stick, rudder, and thrott
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Figure 3. Scatterplot of index scor
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The application of new information
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Communication. Recent research has
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of situation in which Soldiers woul
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An analysis of variance was perform
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Hevel, J. R. (2002). The Objective
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affective (or attitudinal) componen
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e1 e2 e3 Q53K .36 e4 e5 Q53I Q53J .
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REFERENCES Allen, N. J., & Meyer, J
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Rumsey, M.G. (1995). The best they
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(1999) found that among members in
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Results Satisfaction with the Milit
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Spouse/significant other support to
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quality of life in the Air Force, a
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BRITISH ARMY LEAVERS SURVEY: AN INV
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would be better, and that there wou
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ABSTRACT PREDICTORS OF U.S. ARMY CA
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Survey items were then aggregated i
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expects them to be committed, they
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THE IMPORTANCE OF A FAMILY-FRIENDLY
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multiple life roles (Kahn, Wolfe, Q
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consequently feel they are unable t
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perceptions of the usability of wor
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family-friendly work environment pe
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Previous studies have found that on
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For both employees with high family
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Figure 3 Interaction between FFWE,
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differently in the military compare
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Castro, C. A., Adler, A. B., & Bien
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Kossek, E. E., & Lobel, S. (1996).
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Tracking U.S. Navy Reserve Career D
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menus, a commander or career counse
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Respondents were divided in their r
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Duties and Functions of a Recruitin
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The in-house coaching provided to s
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Metrics of Unprofessional, Gender-R
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Regardless of paygrade, both women
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military installation. However, wom
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Table 6 Frequency of Reporting Beha
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action was taken against the offend
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Workplace Reprisals: A Model of Ret
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INCIDENCE OF RETALIATION Studies de
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Far less is known about the consequ
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METHOD Participants and Procedure T
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Subjective Appraisal The subjective
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RESULTS Exploratory Model The range
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More frequent occurrences of UGRB,
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organizational commitment and psych
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Fitzgerald, L.F., Drasgow, F., Huli
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UNDERSTANDING RESPONSES TO SEXUAL H
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sample population was selected thro
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Finally individuals were identified
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less likely to indicate they had ex
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● Non-Reporters < Reporters Figur
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eport (Other). Items endorsed in bo
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policy and procedure relevant to ha
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Justice Versus Gender Socialization
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Table of Contents Table of Contents
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1.1 Purpose 1.0 Introduction This p
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The Department of National Defence
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2.1 Stakeholder Brainstorming The f
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2.2 Stakeholder Influence and Impor
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Figure 3 graphically represents sta
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The SIS is a ‘research process ma
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3.2.1 The SIS Online As already men
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stakeholder groups. Furthermore, th
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INTRODUCTION DESIGNING A NEW HR SYS
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homogeneity of work activities with
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empirical information from the work
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eviewed by NIMA management and othe
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Observations made as a result of a
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45 th 3. Generating the specific qu
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Strategies for Increased Reporting
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of information technology systems.
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Guide for Reporting Counterintellig
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CHARACTERIZING INFORMATION SYSTEMS
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In about 60% of these recorded even
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following example, however, a cadet
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The most significant event of this
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Ten Technological, Social, and Econ
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can provide motivation and opportun
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Requirement Inspection of MASS ques
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Finally, third level questions woul
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OCCUPATIONAL ANALYSIS APPLIED FOR T
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CLASSIFICATION OF DUTIES INTO NEW S
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CONCLUSIONS The procedure described
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For each of the 27 items, the respo
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Table 1: Misclassification rates fo
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y examining all of the possible cos
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PREDICTING ATTRITION OF ARMY RECRUI
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1 1 P( vi = jθ = t) = − , 1+ exp
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It can be seen that for this AIM sc
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A NEW APPROACH TO CONSTRUCTING AND
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stimulus t, and is considered a pos
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items involving stimuli on dimensio
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Roberts, J. S., Donoghue, J. R., &
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viewed as a combination of two to t
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e1 e2 e3 Q53K .36 e4 e5 Q53I Q53J .
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REFERENCES Allen, N. J., & Meyer, J
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impossible for people to hide their
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Nederhof .52 ( 2003) 13 items 16 .7
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The relationship between behaviour
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However, possibilities are seen to
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Article structure This paper descri
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Figure 1. Simplified version of the
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- My home front is proud of me. - M
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Organizational aspects Appreciation
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PRACTICAL APPLICATION OF THE DUTCH
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efore reporting the results. b) Alt
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LITERATURE Avenarius, M.J.H. (1994)
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In particular it was identified tha
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number of items to decrease the len
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A randomly selected sample of 1,500
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• When total wellbeing scores wer
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significantly better recruits for a
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• Non-zero Payoff: The number of
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The ordinates indicate the average
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In next- rather busy - graph the av
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vacancies. In fact, the problem of
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• Lescrève, F., The Selection of
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Vacancies per trade (Columns) for e
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From Attraction to Rejection: A Qua
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Saks, & Summers, 1991). Bretz and J
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suggest that applicants ‘rule out
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information he/she had received, (c
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is not uncommon that applicants nee
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the primary motive for withdrawal.
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References Anderson, N., Born, M.,
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Noe, R.A., Steffy, B.D., & Barber,
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Wanous, J.P. (1992). Organizational
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We also have under way a predictive
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For the validation analyses, a fina
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NLSI IMPLEMENTATION TO A WEB-BASED
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work at the sentence level. This am
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The semantic module: MRS and LKB Th
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Next the program has to deal with
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Conclusion Communication abilities
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Exam Center to work with the projec
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exam. Gateway was able to provide t
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questions is monitored statisticall
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3. Computerized testing has been sh
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3. Most publishers have chosen not
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should not house permanent cookies
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Figure 2. Five process model per in
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Results As of October 2003, the TSA
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Klion, R., Pfenninger, D., Chiocchi
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STREAMLINING OF THE NAVY ENLISTED A
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and compared with the number found
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March 2002 marked the implementatio
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Due to the limited bandwidth restri
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their tests. However, job seekers o
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they may already have in relation t
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way both in and out of school. A si
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The students were asked about their
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This work was funded by the Human S
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AIR’s past experienced in the IC
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obtain the necessary clearances nec
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As we move forward with integrating
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ENCAPS - Using Non-Cognitive Measur
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cognitive ability. One particularly
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classification of enlisted personne
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Abstract Pilot Selection in the Aus
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Royal Australian Navy (RAN) and Roy
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comprising the ATB pilot index (PI)
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References Bongers, S., and Pei, J.
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The Armed Services Vocational Aptit
Page 487 and 488:
Attachment A Career Exploration Pro
Page 489 and 490:
References Harmon, L. W., Hansen, J
Page 491 and 492:
Watson, 2002; Dawis, 1991), or perh
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7 community interest elements, and
Page 495 and 496:
Figure 3. Illustration of possible
Page 497 and 498:
Vocational Interest Measurement in
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Usability Testing II The second pha
Page 501 and 502:
THE ARMY VOCATIONAL INTEREST CAREER
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soldiers who left the Army for avoi
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the cross-validation sample. Since
Page 507 and 508:
DEVELOPING MEASURES OF OCCUPATIONAL
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For Select21 we conceived of a nove
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1998). For example, nearly all of t
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potential benefit of including such
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OCCUPATIONAL SURVEY SUPPORT OF AIR
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tasks. The structure of jobs within
Page 519 and 520:
AFSC 2A3X1 (A-10, F-15, U-2 AVIONIC
Page 521 and 522:
Occupational Analytics Paul L. Jone
Page 523 and 524:
Anticipating the Future for First-T
Page 525 and 526:
now exist. Therefore, we had to der
Page 527 and 528:
perhaps deserves note. This is the
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Sager, C. E., Russell, T. L., Campb
Page 531 and 532:
The primary goal of selection/class
Page 533 and 534:
Knowledges, Skills, and Attributes
Page 535 and 536:
of anticipated future conditions ap
Page 537 and 538:
REFERENCES Campbell, J. P., & Knapp
Page 539 and 540:
SMEs to think of Soldiers they supe
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on a rating, while others use the H
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fairly easy to identify first-level
Page 545 and 546:
eviewers considered the currency of
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DEVELOPING OPERATIONAL PERSONALITY
Page 549 and 550:
In this paper, we focus on two meas
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Here, we score only those statement
Page 553 and 554:
understanding how applicants might
Page 555 and 556:
Putka, D.J., Kilcullen, R. N., & Wh
Page 557 and 558:
of personality. Second, the same re
Page 559 and 560:
Table 1. Correlations between Civil
Page 561 and 562:
The latent structure underlying the
Page 563 and 564:
There are many ways to score a situ
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ASSESSING PERSON-ENVIRONMENT (P-E)
Page 567 and 568:
To develop the ADI, we first identi
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Army to provide it, and a second wh
Page 571 and 572:
APPENDIX Example Item from the Work
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To achieve wide-scale implementatio
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team leadership; concern for Soldie
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1 ST WATCH: ASSESSMENT OF COPING ST
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assess individuals’ personal valu
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eported being most likely to use th
Page 583 and 584:
1 st WATCH: THE NAVY FIT SCALE Mart
Page 585 and 586:
Surveys RTC Grad Survey. This quest
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Hypothesis 3 stated that recruits w
Page 589 and 590:
USING RESULTS FROM ATTITUDE AND OPI
Page 591 and 592:
Using Survey and Interview Data: An
Page 593 and 594:
Conclusions and Recommendations Thi
Page 595 and 596:
Table 2 Percent of officers and enl
Page 597 and 598:
UTILIZING SURVEY RESULTS OF THE NAV
Page 599 and 600:
assessed by the survey. This notion
Page 601 and 602:
original sample providing them with
Page 603 and 604:
THE U.S. ARMY'S PERSONNEL REPLACEME
Page 605 and 606:
This policy was so strictly adhered
Page 607 and 608:
The Army has over 180,000 soldiers
Page 609 and 610:
Since 1990 a lot of work has been d
Page 611 and 612:
Results The internal consistency of
Page 613 and 614:
A F II Coordinat or F III Scout F I
Page 615 and 616:
Abstract Mental Health Literacy in
Page 617 and 618:
of self-treatments and of professio
Page 619 and 620:
the number of items to decrease the
Page 621 and 622:
• Gender - 87.6% males, 12.4% fem
Page 623 and 624:
ADF 60 , and community drug use rat
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The survey was re-administered in t
Page 627 and 628:
The perceived moral intensity scale
Page 629 and 630:
organization has significant contro
Page 631 and 632:
ADAPTING OCCUPATIONAL ANALYSIS METH
Page 633 and 634:
are not improved for the long term,
Page 635 and 636:
Gateworth, R.D., & Field,H.S. (1998
Page 637 and 638:
Inevitably, new technology will be
Page 639 and 640:
experimentation report. The structu
Page 641 and 642:
esponsibilities involved in this po
Page 643 and 644:
Comparison of Tasks and Knowledge D
Page 645 and 646:
angle of approach to the target may
Page 647 and 648:
Transformational Leadership: Relati
Page 649 and 650:
concentrate their efforts on longer
Page 651 and 652:
levels of analysis (e.g., Klein, Da
Page 653 and 654:
soldiers constituted 39 combat team
Page 655 and 656:
performance domains at the same lev
Page 657 and 658:
performance was significantly stron
Page 659 and 660:
The finding that transformational l
Page 661 and 662:
A third limitation is the relativel
Page 663 and 664:
Devine, D.J., Clayton, L.D., Philip
Page 665 and 666:
Ostroff, C., & Schmitt, N. (1993).
Page 667 and 668:
Table 1: Responses from 10 Subject
Page 669 and 670:
Table 3: Regression for FFM on Tran
Page 671 and 672:
comprehensive guide that the Army c
Page 673 and 674:
FRAMEWORK COMPARISON: 1958; 1973; 1
Page 675 and 676:
Our review of the evolution of the
Page 677 and 678:
DEVELOPING APPROPRIATE METRICS FOR
Page 679 and 680:
METHOD Participants Participants we
Page 681 and 682:
RESULTS Results are broken out belo
Page 683 and 684:
As depicted in Table 3, half of par
Page 685 and 686:
Table 5. Second Choice Rating Forma
Page 687 and 688:
SOFTWARE SUPPORT OF HUMAN PERFORMAN
Page 689 and 690:
SOFTWARE SUPPORT A working model (p
Page 691 and 692:
Figure 3, illustrates the prototype
Page 693 and 694: framework. Having completed the ver
Page 695 and 696: HOW MILITARY RESEARCH CAN IMPROVE T
Page 697 and 698: characteristics” - such as task c
Page 699 and 700: Team-Coordination Training Another
Page 701 and 702: Numerous lessons learned have come
Page 703 and 704: teamwork training: Evaluation resul
Page 705 and 706: participated in informal class exer
Page 707 and 708: slightly modified for the second wo
Page 709 and 710: As a result, we are currently devel
Page 711 and 712: It was not surprising that decoloni
Page 713 and 714: a conflict. The end of the cold war
Page 715 and 716: understanding. Also, when individua
Page 717 and 718: DEPARTMENT OF DEFENCE (1996). White
Page 719 and 720: . Screening and monitoring of perso
Page 721 and 722: The TSES-R is a 13 item scale of po
Page 723 and 724: Career Intention Prior to Deploymen
Page 725 and 726: d. The sample is based on peace ope
Page 727 and 728: comparing self- and subordinate des
Page 729 and 730: 5 4 3 2 1 Figure 1 - Mean Perceptio
Page 731 and 732: 0.9 0.7 0.5 0.3 0.1 -0.1 Figure 2 -
Page 733 and 734: adding another variable of individu
Page 735 and 736: REFERENCES Baranski, J.V., & Petrus
Page 737 and 738: Leadership Competencies: Are We All
Page 739 and 740: The purpose in establishing compete
Page 741 and 742: Army - influencing people - by prov
Page 743: Table 3 Leadership Competency Compo
Page 747 and 748: Navy Decisiveness /Risk Management
Page 749 and 750: Marine Corps Leadership Principles
Page 751 and 752: All potential military recruits mus
Page 753 and 754: successful completion of basic lang
Page 755 and 756: investigate whether it or a similar
Page 757 and 758: • NEXT STEPS As a first priority,
Page 759 and 760: INTRODUCTION This study investigate
Page 761 and 762: Table 2. Summary Goodness of Fit in
Page 763 and 764: Analysis of the 18-item Scale DISCU
Page 765 and 766: Lim, B. (2001). The Structure and N
Page 767 and 768: NSmen’s training cycle last for t
Page 769 and 770: To test the robustness of the hypot
Page 771 and 772: Table 2.3. Scale Reliabilities and
Page 773 and 774: Figure 3: Model for Regulars *0.57
Page 775 and 776: REFERENCES Huxley, T. (2000). Defen
Page 777 and 778: Another important influence on our
Page 779 and 780: as a multidimensional construct. Ta
Page 781 and 782: Table 3 Intercorrelations Among Pro
Page 783 and 784: METHOD PARTICIPANTS The DEOCS had b
Page 785 and 786: There is a link between test constr
Page 787 and 788: Truhon, S. A. (1999). Updating the
Page 789 and 790: attitudes and behaviors observed an
Page 791 and 792: effective way to re-build survivors
Page 793 and 794: Reference List Bunker, K.A. (1997).
Page 795 and 796:
VALIDATION OF THE BELGIAN MILITARY
Page 797 and 798:
instructions, in order to make obse
Page 799 and 800:
Interviews GFD dichotomous was regr
Page 801 and 802:
784 INDEX OF AUTHORS Acromite, M. 7
Page 803:
786 INDEX OF AUTHORS Waugh, G.W. 54
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2003 IMTA Proceedings - International Military Testing Association

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