![]() All told, E-8s and E-9s have 15 to 30 years on the job, and are the Commanding Officer's senior advisers for enlisted matters.Ī third E-9 element is the senior enlisted person of each service. Marine Corps master gunnery sergeants and sergeants major receive the same pay but have different responsibilities. The same is true for the positions at the E-9 level. Whether one is, for example, a senior master sergeant or a first sergeant in the Air Force depends on the person's job. The Navy and Coast Guard NCO equivalent, petty officer, is achieved at the rank of petty officer third class.Īt the E-8 level, the Army, Marines and Air Force have two positions at the same pay grade. This responsibility is given formal recognition by use of the terms noncommissioned officer and petty officer.Īn Army sergeant, an Air Force staff sergeant, and a Marine corporal are considered NCO ranks. Leadership responsibility significantly increases in the mid-level enlisted ranks. They have specific specialties within a military unit, perform specific job functions and have the knowledge that ensures the success of their unit's current mission. RAND's publications do not necessarily reflect the opinions of its research clients and sponsors.The enlisted service members are the backbone of the military profession. For information on reprint and reuse permissions, please visit The RAND Corporation is a nonprofit institution that helps improve policy and decisionmaking through research and analysis. Permission is required from RAND to reproduce, or reuse in another form, any of its research documents for commercial purposes. Unauthorized posting of this publication online is prohibited linking directly to this product page is encouraged. This representation of RAND intellectual property is provided for noncommercial use only. This document and trademark(s) contained herein are protected by law. All RAND monographs undergo rigorous peer review to ensure high standards for research quality and objectivity. RAND monographs present major research findings that address the challenges facing the public and private sectors. This report is part of the RAND Corporation Monograph series. The research was conducted in the RAND National Defense Research Institute, a federally funded research and development center supported by the OSD, the Joint Staff, the unified commands, and the defense agencies. The research described in this report was prepared for the Office of the Secretary of Defense (OSD). Our conclusions differ from those drawn from traditional measures because our measure, the quality index, is designed to include information about quality that cannot be predicted at entry but is instead revealed on the job. ![]() Using the quality index, we find that those who complete their first terms, who stay until YOS8 or YOS12, and those who are promoted to higher grades are significantly higher quality. We use longitudinal data provided by the Defense Manpower Data Center (DMDC). We regenerate the quality index for a set of three-digit DoD occupations, and use it to examine whether high-quality personnel are enlisted, retained, and promoted to their early and midcareers, specifically to year of service (YOS) 4, YOS8, and YOS12. This monograph provides evidence on the military’s ability to meet these goals in the past. As the armed services transform to develop capabilities to meet a spectrum of uncertain threats, a constant objective will be to ensure the military’s compensation and personnel systems are structured to attract, retain, and promote high-quality personnel.
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