This research explored an asymmetrical concept of personnel management, specifically whether status, rank, is an artificial barrier to employing qualified enlisted personnel in some company grade officer duties. It takes the approach under the Human Capital Theory and questions whether rank plays a roll in effective performance and whether eliminating rank as a criterion to employment, in some duties, can support Air Force transformation efforts, without negatively affecting culture (i.e. chain-of-command, customs and courtesies).

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