By Michael Gibbs
This record provides an research of the pay competitiveness, and caliber of staff recruited and retained, for civilian clinical and engineering positions in division of safeguard (DoD) laboratories. This research makes use of pay, promoting, functionality, and demographic information drawn from team of workers documents on scientists and engineers (S/Es) hired in DoD labs from 1982 via 1996. This record examines no matter if returns to abilities (increases in pay because of investments in employee abilities, akin to greater schooling or on-the-job education that raises productiveness) rose within the DoD labs in the course of 1982 via 1996 as they did within the deepest zone. The record additionally analyzes even if there have been alterations within the caliber of S/E lab staff the DoD was once in a position to allure and keep in the course of that interval. For DoD lab scientists and engineers, the record reveals little facts of adjustments in returns to talents or the standard of the staff.
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Extra info for Pay Competitiveness and Quality of Department of Defense Scientists and Engineers
But the more bureaucratic nature of the DoD’s personnel systems compared with the private sector may cause higher-performing employees to be more likely to leave and low performers to be more likely to stay. Indeed, few clear patterns in the characteristics of stays versus exits emerge from any of the pay plans. Those who exit tend to have slightly more general human capital in the form of education but slightly less firm-specific human capital in years of service. They are also generally slightly younger.
While this is in stark contrast to what has been observed in the private sector, it is not surprising given the unchanging and centralized pay and personnel systems in the DoD. This evidence is also consistent with the findings of Katz and Krueger (1991) for the federal government as a whole, and is consistent with their conclusion that rigid federal pay systems make it difficult for the federal sector to adapt its compensation systems to changes in the private-sector labor market. A second major finding is that despite a lack of increasing returns to skills for lab S/Es, little evidence exists that the DoD suffered a decline in its ability to attract and retain high-quality laboratory personnel from 1982 through 1996.
49, No. 1, 1995, pp. 150–169.