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Mental Quality

REDUCED INTAKES OF MENTAL GROUP IS, AND...
(Group Is as percent of total new intakes)

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LARGE SCALE RELEASES OF LOW-POTENTIAL PERSONNEL*...

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49066 0-60-No. 55-36

Disciplinary Cases Down Sharply

The improvement in personnel quality has contributed directly to a major reduction in disciplinary problems.

Between FY 1957 and FY 1959, absentee and court martial rates in the Department of Defense dropped by about one-fourth, while the prisoner population declined by about two-fifths. These trends are directly related to the elimination of marginal personnel from the force, as well as to improved disciplinary methods.

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In addition to direct benefits, such as reductions in disciplinary facilities, the lower rates reflect - in a broader sense a higher degree of morale and combat readiness in the enlisted force as a whole.

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IV. SUMMARY AND CONCLUSIONS

The preceding charts have indicated a substantial improvement in the capability of the Armed Services to attract and retain qualified personnel. Specifically:

Recruitment capability has improved, as evidenced

by the sharp rise in Army enlistments.

First-term re enlistment rates have generally increased, including significant gains in both technical and combat leadership skills.

The enlisted force has become more experienced, with the over-all proportion of career personnel rising from onethird to more than two-fifths.

Mental quality is definitely higher in all Services, as a result of reduced Group IV intakes and more selective retention policies.

rates.

And, there has been a gratifying reduction in disciplinary

In evaluating these trends, it is not possible in all cases to differentiate between the effects of particular personnel programs and other factors, such as the economic recession of 1957-58. It is, however, the considered judgment of the Armed Services that recent military personnel legislation and the various administrative actions taken to strengthen the quality of the enlisted force have contributed materially to this improvement.

Moreover, not all of the beneficial effects of the 1958 pay bill have yet been reflected in recent experience. For example, the enlisted proficiency pay plan is being implemented over a four-year period beginning in Fiscal Year 1959, and experience to date has necessarily been too limited to assess its full impact.

Despite encouraging progress, it is evident that there is need for further improvement in several areas: Retention rates and manning levels are still inadequate in a number of skill groups. Also, despite the improvement in recruitment, Army must still rely upon two-year inductees for one-half of its new enlisted intake requirements.

MAJOR PERSONNEL ACCOMPLISHMENTS

Improved Recruitment

Higher Reenlistment Rates

• Increased Experience Level

• Better Mental Quality

• Fewer Disciplinary Cases

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