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I__. - International Military Testing Association

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Problem and Background<br />

A MEASURE OF BEHAVIORAL RELIABILITY<br />

FOR MARINE SECURITY GUARDS<br />

Janis S. Houston<br />

Personnel Decisions Research Institutes<br />

Martin F. Wiskoff<br />

BDM <strong>International</strong>, Inc.<br />

and<br />

Forrest Sherman<br />

Marine Security Guard Battalion<br />

The United States Marine Corps provides security guard services to meet the Department<br />

of State requirements at Foreign Service posts throughout the world. This use of Marines<br />

as security guards at Embassies, Legations, and Consulates was initiated in 1948 by a<br />

formal Memorandum of Understanding between the Department of State and the Secretary<br />

of the Navy. The primary mission of the Marine Security Guards is to protect the<br />

personnel, property, and classified and administratively controlled material and equipment<br />

within these premises.<br />

There are approximately 1300 Marine Security Guards (MSGs) currently serving at 140<br />

foreign posts in over 100 countries. These detachments range in size from five to thirtyeight<br />

Marines, and each is commanded by a senior non-commissioned officer, referred to<br />

as the “Detachment Commander”.<br />

The work described here was the fourth phase of a research effort undertaken jointly by<br />

the Marine Security Guard Battalion and the Defense Personnel Security Research and<br />

Education Center. Prior phases of this effort focused on improving the procedures used<br />

for pre-screening and selecting Marines for MSG duty, and are described in Parker,<br />

Wiskoff, McDaniel, Zimmerman, and Sherman (1989) and in Wiskoff, Parker, Zimmerman,<br />

and Sherman (1989).<br />

Obiective<br />

The primary objective of this work was to develop a system for the continuing evaluation<br />

(CVAL) of MSG performance and behavioral reliability. As has been pointed out<br />

(DuBois, Bosshardt, and Crawford, 1990), recent espionage cases suggest that individuals<br />

become spies as a result of personal and situational factors that occur after they receive<br />

personnel security clearances and are performing in sensitive or high security risk<br />

jobs. The importance of having a continuing assessment program for MSGs, in addition<br />

to the very careful selection procedures, was highlighted in December 1986, when Sgt.<br />

Lonetree admitted to providing information to the Soviet Union while serving in<br />

Moscow as an MSG.<br />

522

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