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dc.contributor.advisorBacolod, Marigee
dc.contributor.authorGriner, Michael S.
dc.dateMar-16
dc.date.accessioned2016-04-29T21:19:28Z
dc.date.available2016-04-29T21:19:28Z
dc.date.issued2016-03
dc.identifier.urihttp://hdl.handle.net/10945/48529
dc.descriptionApproved for public release; distribution is unlimiteden_US
dc.description.abstractAt the epicenter of maintaining the finest, most professional, and most feared military in the world is the quality of its leaders. The United States Marine Corps’ Officer Corps is the standard bearer, with an accession pipeline more rigorous than any in the Department of Defense. As is the historical norm, however, the U.S. military undertakes ambitious increases to end strength in the wake of a prolonged conflict. As a conflict fades, the increased end strength is no longer warranted. The typical approach during the drawdown is to reduce accessions, create stricter retention policies, and entice members to leave the service through voluntary measures. This research identifies the trade-off between quantity and quality necessitated by end-strength changes. Quantitative analysis using a difference-in-differences research design shows, relative to the buildup, officer quality increases during the drawdown. In particular, combat and non-combat occupations have a 0.0321 and 0.0834 point increase, respectively, in FITREP scores in the drawdown compared to the control group. Alternative measures and additional robustness checks support the hypothesis that the drawdown yields higher-quality officers. It is imperative to adapt force-shaping policies to a gradual approach to ensure the Marines retained during the buildup meet the quality standards of the drawdown.en_US
dc.publisherMonterey, California: Naval Postgraduate Schoolen_US
dc.rightsThis publication is a work of the U.S. Government as defined in Title 17, United States Code, Section 101. Copyright protection is not available for this work in the United Statesen_US
dc.titleQuality of USMC officers: buildup vs. reduction in forcesen_US
dc.typeThesisen_US
dc.contributor.secondreaderSeagren, Chad
dc.contributor.departmentGraduate School of Business and Public Policy (GSBPP)
dc.contributor.departmentGraduate School of Business and Public Policy (GSBPP)en_US
dc.subject.authorUnited States Marine Corpsen_US
dc.subject.authorfitness reporten_US
dc.subject.authorend strengthen_US
dc.subject.authorbuildupen_US
dc.subject.authorreduction in forcesen_US
dc.subject.authorperformance evaluation systemen_US
dc.description.recognitionOutstanding Thesisen_US
dc.description.serviceCaptain, United States Marine Corpsen_US
etd.thesisdegree.nameMaster of Science in Managementen_US
etd.thesisdegree.levelMastersen_US
etd.thesisdegree.disciplineManagementen_US
etd.thesisdegree.grantorNaval Postgraduate Schoolen_US


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