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Table of Contents: List of Abbreviations Table of Contents: List of abbreviations..................................................................................II Chapter One Introduction.................................................................................................Page 3 Chapter Two Literature Review........................................................................................Page 4 Chapter Three Research Methodology and data Collection discussion..............................Page 6 Chapter Four Findings and Analysis related to Assignment Question and Topic..............Page 8 Chapter Five Conclusion and Recommendations............................................................Page11 Bibliography..............................................................................................Page 13 List of Tables Table 1: Qualitative and quantative data Table 2: Enlisted Rank Structure by percentage Table 3: Banding of Enlisted ranks by percentage: Appendices Appendix I: Enlisted ranks by percentage Irish Defence Forces Appendix II: Enlisted ranks by percentage United Kingdom Armed Forces Appendix III: Enlisted ranks by percentage United States Military List of Abbreviations BQMS – Battalion Quartermaster Sergeant Coy Sgt – Company Sergeant Coy SM – Company Sergeant Major Cpl - Corporal CQMS – Company Quartermaster Sergeant NATO – North Atlantic Treaty Organisation NCO – Non Commissioned Officer PFC – Private First Class PFP – Partnership for Peace Pte - Private Sgt - Sergeant SM – Sergeant Major UK – United Kingdom US – United States II Chapter One Introduction “To be pleased with one’s limits is a wretched state.” – Johann Wolfgang von Goethe The Defence Forces history, culture and ethos has given rise to an organisation which stands tall among the military powers of the world through its devotion to serving the international community through United Nations and Nato missions abroad. It has developed internally through the post civil war, emergency and internal security periods to the organisation it is today. The Defence Forces has set out its modernisation agenda through the use of government white papers. These have set out the current and future roles of the organisation and the requirements it needs to achieve its goals. The modernisation agenda has seen the purchasing of new equipment such as helicopters, fixed wing aircraft, naval vessels and armoured personnel carriers to name but a few. However, as with any military organisation its primary resource has been and will remain to be its people. The introduction and implementation of fixed term employment contracts has radically changed career security for the individual soldier. This will be discussed later in this essay. Not only can career progression through promotion be seen as a motivation factor for better performance (Bahadori et al. 2013, p.7) but also as a means to motivating high calibre personnel to stay within the military. The idea for the research question came about through personal experience of serving overseas with other militaries on United nations and Nato missions. As a Sergeant in the Defence Forces my rank is listed as being an OR-5 within the NATO rank structure. However successive Irish commanders in Kosovo regraded the rank for the appointment of the job I held to OR-8. This lead me to question whether our promotion system at fault or is it our rank structure? The recently introduced non-commissioned officer promotion system has brought the Defence Forces into line with international human resources best practice (e.g. competency based, transparent etc.) and has eliminated an older promotion system which was largely seniority based. As the NCO running promotions for enlisted personnel I have an excellent knowledge of the new promotion system and though it has faults is seen to be promoting the best people within the organisation. The promotion system introduced in 2012 though relatively new, is under constant review by PDFORRA, Dept of Defence and the military to improve it for the better of the organisation and for candidates. In this essay the author will look at the factors that make promotion a good reward system for military personnel but also how the defence forces can realign its enlisted rank structure in accordance with international norms for the military. Chapter Two Literature review 1000 words What is research saying? Give pros and cons The Defence forces does not allow it members to be part of a union. Its members were, and are not allowed to protest. Effectively its members were silent when it came to poor pay and conditions. NASA was formed by the spouses and partners of serving members in order to get the government to look into the matters relating to poor pay and conditions of service within the Defence forces at the time. A report was ordered by the Government of the day after public protests by NASA. This became the most detailed report ever conducted into pay and conditions in the Defence Forces and was conducted in 1990 by what is known as the Gleeson commission. (Gleeson 1990) The commission made numerous recomendations on pay, allowances, conditions of service, and promotions to name but a few. The career structure of enlisted personnel was considered by the commission and several recommendations were made including a review in the Enlisted rank structure. Specifically with regard to creating more senior NCO appointments including introducing a rank rank for enlisted personnel of “Warrant Officer” (Gleeson 1990, p.40) This rank was never created nor a review conducted according to the research conducted. In their research for the Iranian Journal of military medicine primary research showed that promotion was seen to be a high factor in job motivation for members of the military (Figure 1 /tardir/mig/a317094.tiff - 36717633.pdf n.d., p.6) The Defence Forces have gone through a number of strength reductions in the past number of decades the most recent being 2012. In light of the current shortage of staff in the Defence forces and its current (March 2017) recruitment campaign, the Defence forces should look to promotional prospects as a mens to enticing new entrants. Not only do current members of an organisation look to promotional and career advancement opportunities as a means of progression, but new or prospective entrants will also look at these too. (Armstrong et al. 2007, p.19) If greater opportunities are created then it may have a knock on effect for recruitment and help create a retention policy for members of the organisation. As part of the psychological contract promotion is seen as a “big deal” in (AC/323(HFM- 107)TP/71 - Recruiting & Retention of Mil Personnel.pdf n.d., p.174) • Increased exit (leaving the organization altogether); • Increased voice (taking initiative with superiors to improve conditions); • Decreased loyalty (decreasing the number of extra-role or “organizational citizenship behaviors” they engage in); and • Increased neglect (putting in half-hearted effort, more absenteeism and lateness, less attention to quality. (3E.9.2 AC/323(HFM-107)TP/71 - Recruiting & Retention of Mil Personnel.pdf n.d., p.176) As shown above not all violations lead to negative behaviours, however increased voice is not necessessarily seen to be a good thing in a military organisations and indeed is not permitted depending on the circumstance. Another important result continuing from the findings of the Gleeson commission was that enlisted members of the Defence forces were allowed to establish a representative body. Which does allow members have somewhat of a voice in the military. In creating or rather opening up of the rank structure of the military a detailed job specification would have to be redrawn. This would also involve a further review of the Defence Forces competency framework (WP2015E n.d., p.73)Armstrong (Armstrong et al. 2007, p.146) when he warns against the possibility of “grade drift”, this is where “upgradings that are not justified by a sufficiently significant increase in responsibility” where people will manipulate systems in order to be promoted or re graded. In a study conducted for the RAND institute the retention figures of personnel whom were “fast tracked” in their promotions is cited. The report found that there was little difference in the retention rates of these individuals regardless that their promotion prospects had been increased. (MR1186.pdf n.d., p.37) The governments Whitepaper on Defence 2015 sets out the strategic goals for the Irish Defence forces. As part of the strategice goals of the organisation Human Resources plays its part and chapter 7 sets out the human resource goals for the next ten to fifteen years. Recruitment, training, performance management and reward systems (pay, terms and conditions) are all mentioned as part of the overall strategy. (WP2015E n.d., p.78)Pay is of course is bound by the terms of the Croke Park and Haddington Road agreements and therefore limited in the current economic climate, as the Defence Forces do not receive overtime for extra hours worked, promotion and therefore increased pay from promotion is a primary reward for personnel. Chapter Three Research Methodology and data Collection discussion The aim of research in this project would be to garner a greater understanding of the roles of the various NCO ranks within the Defence Forces and other militaries. The main tenet of research in the essay being whether an expansion of the Number of ranks available to NCO’s be beneficial to the candidates and also and more importantly to the Defence
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