Relationships Between Vertical Cohesion and Performance in Light Infantry Squads, Platoons, and Companies at the Joint Readiness Training Center (JRTC). PDF Download
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Author:
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ISBN:
Category :
Languages : en
Pages : 108
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Book Description
This paper presents the scales developed to determine weakness in vertical cohesion (cohesion between leaders and subordinates) between soldiers from squad members through company commanders. The weaknesses were termed 'breaks.' After a pattern of breaks was determined, the pattern was related to simulated combat performance at a U.S. Army Combat Training Center. No or few breaks in the platoon vertical-cohesion chain from squad member to company commander were associated with better platoon performance. Breaks in vertical cohesion with the top platoon leader (platoon sergeant and platoon leader) were associated with below-average platoon performance. A break at the squad leader level affected how the soldiers rated their proficiency prior to a rotation at the Combat Training Center but did not have significant bearing on platoon performance.
Author:
Publisher:
ISBN:
Category :
Languages : en
Pages : 108
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Book Description
This paper presents the scales developed to determine weakness in vertical cohesion (cohesion between leaders and subordinates) between soldiers from squad members through company commanders. The weaknesses were termed 'breaks.' After a pattern of breaks was determined, the pattern was related to simulated combat performance at a U.S. Army Combat Training Center. No or few breaks in the platoon vertical-cohesion chain from squad member to company commander were associated with better platoon performance. Breaks in vertical cohesion with the top platoon leader (platoon sergeant and platoon leader) were associated with below-average platoon performance. A break at the squad leader level affected how the soldiers rated their proficiency prior to a rotation at the Combat Training Center but did not have significant bearing on platoon performance.
Author: Guy L. Siebold
Publisher:
ISBN:
Category : Group relations training
Languages : en
Pages : 60
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Book Description
This report describes the relationships between measures of cohesion obtained on nine U.S. Army light infantry platoons at home station and the subsequent performance of those platoons at the Joint Readiness Training Center (JRTC). The JRTC performance was measured by observer/controllers using tank evaluation and observation checklists and also by company commanders using summary ratings. When outlier cases were controlled, bonding among leaders, soldiers, and between leaders and their soldiers was strong and correlated significantly with platoon performance as measured by the observer/controllers. Correlations with company commander ratings were positive but not significant. The strongest correlations were between the types of bonding listed above and the preparation subtask of task performance. However, because of the limited number of platoons involved, replication is needed to confirm the results, and caution must be used in drawing conclusions.
Author: Tracye D. Julien
Publisher:
ISBN:
Category : Joint Readiness Training Center
Languages : en
Pages : 40
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Book Description
Author:
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ISBN:
Category : Research
Languages : en
Pages : 1114
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Book Description
Sections 1-2. Keyword Index.--Section 3. Personal author index.--Section 4. Corporate author index.-- Section 5. Contract/grant number index, NTIS order/report number index 1-E.--Section 6. NTIS order/report number index F-Z.
Author:
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ISBN:
Category : Science
Languages : en
Pages : 636
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Book Description
Author:
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ISBN:
Category :
Languages : en
Pages : 31
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Book Description
For this research, leaders from a battalion that had completed a rotation through the Joint Readiness Training Center (JRTC) 3 weeks earlier were given a questionnaire and/or were interviewed. They responded that training at the JRTC was realistic and somewhat stressful and that JRTC after-action reviews were very useful. The capabilities most important for platoon leaders at the JRTC were technical and tactical proficiency, initiative, and decision making; those for company commanders were planning, decision making, and communication. Platoon cohesion correlated significantly with perceived platoon performance (r = .40). The leaders provided many suggestions on how to train for a JRTC rotation. (cp).
Author: Laurel W. Oliver
Publisher:
ISBN:
Category : Unit cohesion (Military science)
Languages : en
Pages : 36
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Book Description
"The Army's increasing interest in group cohesion has led to increased research effort in that area. This report describes an effort to integrate the cohesion performance research that employed real world groups using a meta- analytic approach. Tukey's (1977) stem and leaf display was used to display the data. The median effect size (product-moment correlation coefficient) for the data. The median effect size (product-moment correlation coefficient) for the 14 codable studies was .36, and the unweighted mean r was .42. When study effect sizes were weighted by the number of groups involved, the mean became .32. Rosenthal and Rubin's (1982) Binomial Effect Size Display (BESD) demonstrated that a correlation of .32 increases success rate (high performance) from 34 percent to 66 percent when cohesion is increased from low (below median) to high (above median). Although these findings are problematical because of the very small number of codable studies, as well as the conceptual and methodological problems associated with the cohesion performance research, higher levels of cohesion would seem to be very desirable for real world groups such as Army units." -- Abstract.
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Category :
Languages : en
Pages : 0
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The purpose of this examine the Training and Evaluation Outline (T & EO) data base for utility as a performance measurement system. Previous research bad determined that the data base was of limited value for making empirical analyses of the joint Readiness Training Center (JRTC) performance data. Based on recommendations from the previous findings JRTC changed the performance measurement system. The changes included the introduction of a five-point rating scale and a reduction in the number of rated items. The current research was conducted to determine whether these additions increased the utility of the T & EO data base as a feedback and performance measurement system. T & EO data were analyzed at battalion task force company and platoon levels for nine rotations at the JRTC. It was found that the T & EO data base still lacks the reliability required to provide useful feedback to units or to provide researchers with useful information on unit trends, although tasks differed statistically the usefulness from a practical standpoint is limited because the range of scores is too narrow. Potential users of the data base are cautioned not to make conclusions based solely on statistical significance. Recommendations to improve the data include reducing the rating categories to more general levels and placing a greater emphasis on the importance of a qualify performance measurement system. A method to reduce the number of rating categories using subject mater experts was introduced as one way to improve the performance measurement system.
Author: Howard W. Crawford (Jr.)
Publisher:
ISBN:
Category : Infantry drill and tactics
Languages : en
Pages : 144
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Author: Mikael Salo
Publisher:
ISBN:
Category : Finland
Languages : en
Pages : 40
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Book Description
This research examined the differences in cohesion among platoons in the Finnish conscript service and the relations between platoon cohesion and an array of outcome criteria. Data were collected from records and by questionnaires given to 514 platoon members in 21 platoons near the end of their 6 to 12 months of conscript training. Results showed that mean expected and rated performance, mental state, sense of personal growth, social skills aptitude, attitudes toward refresher training and national defense, and good conduct were related overall to strong platoon mean perceived cohesion. Platoon size was not significantly related to cohesion. The different cohesion components (peer, leader, organizational, and institutional bonding) were related differently to various predictor and outcome variables.
