The Pay, Promotion, and Retention of High-Quality Civil Service Workers in the Department of Defense

This report uses data on the promotion, pay, and retention profiles of civil service workers in the Department of Defense (DoD) to evaluate whether high-quality workers are promoted faster, paid more and stay longer in civil service than other workers. The evaluation measures of personnel quality on supervisor ratings, level of education and promotion speed. The analytical results indicate that higher-quality personnel are generally paid more and promoted faster than lower-quality personnel. Results vary depending on the quality measure used, the cohort examined, and a number of other variables. Retention patterns also vary significantly by occupational area and education. Areas for future research are suggested, including the effects of the retirement system on retention, the role of bonuses, and whether the career outcomes examined in this study are sufficient to attract and retain a workforce that meets current and future personnel requirements. This Report Uses Data On The Promotion, Pay, And Retention Profiles Of Groups Of General Schedule Civil Service Workers In The Department Of Defense (dod) To Evaluate Whether High-quality Workers Are Promoted Faster, Are Paid More, And Stay Longer In Civil Service Than Other Workers. It Also Provides Some Evidence On Whether These Profiles And Results Have Changed In Recent Years Since The Drawdown In The Dod Changed The Nature Of Civilian Careers In The Organization. The Evaluation Uses Three Measures Of Personnel Quality: Supervisor Ratings, Level Of Education On Entering The Dod, And Promotion Speed. The Analytical Results Indicate That Higher-quality Personnel Are Generally Paid More And Are Promoted Faster Than Lower-quality Personnel, Regardless Of Which Measure Of Quality Is Used. However, The Effectiveness Of These Factors In Inducing Longer Retention Is Not Clear. Results Vary Depending On The Quality Measure Used, The Cohort Examined, And A Number Of Other Variables. Retention Patterns Also Vary Significantly By Occupational Area And Education. Areas For Future Research Are Suggested, Including The Effects Of The Retirement System On Retention, The Definition And Refinement Of Measures Of Personnel Quality, The Role Of Bonuses, And Whether The Career Outcomes Examined In This Study Are Sufficient To Attract And Retain A Workforce That Meets Current And Future Personnel Requirements. Ch. 1. Introduction -- Ch. 2. Analytical Framework -- Ch. 3. Empirical Methods And Data -- Ch. 4. Career Outcomes By Occupational Area -- Ch. 5. Pay, Promotion, And Retention Of Higher-quality Personnel -- Ch. 6. Conclusions And Directions For Future Research -- App. Occupations Included In The Analysis. Beth J. Asch. Prepared For The Office Of The Secretary Of Defense. Includes Bibliographical References. Critics of the personel and compensation systems in the federal civil service charge that these systems are inflexible and hamper the ability of civil service managers to attract, retain, and motivate higher-quality personel (Kettl, Ingraham, Sandres, and Horner, 1996; Committee on Scientist and Enginners in the Federal Civil Service, 1993; Johnston 1988).