Institutional and Occupational Values in Canada's Army

Cotton, C. A.

doi:10.1177/0095327x8100800104

Cited by 20 publications

(11 citation statements)

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“…Comparable changes have also been occurring in modern military organizations, many of which have been undergoing gradual transitions from an institutional model — where military service is based on a sense of national duty — to an occupational model — where labor market values prevail (Moskos, 1977; Moskos & Wood, 1988). However, detailed analyses of this phenomenon in military organizations suggest that this transition has occurred only partially (Cotton, 1981; Segal & Wechsler‐Segal, 1983b; Stahl, 1978, Stahl, 1980, Stahl, 1981). Thus, military service is currently based on elements from both models, partially legitimated through normative values (public service) and partially through rational considerations grounded in self‐interest.…”

Section: Nature Of Work‐family Conflictmentioning

confidence: 99%

Coping with Stress in Families of Servicemen: Searching for “Win‐Win” Solutions to a Conflict between the Family and the Military Organization

Desivilya

Gal²

1996

Family Process

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The objective of this research was to explore the coping patterns of servicemen's families with the competing demands of two institutions: the military organization and the family. The sample comprised one hundred career soldiers along with their families. The research instruments included individual interviews, a battery of questionnaires, and a role-playing task. Examination of the couple's joint coping modes yielded two major categories of families-families that were successful in their efforts to resolve the military vs. family conflict, and families that did not manage to reconcile the competing demands of these two domains. Within each of these two categories there were a variety of distinct profiles. To compare the dynamics of successful coping with less successful coping regarding the military vs. family conflict, a conceptual model was suggested. This model subsumes the antecedent variables (job issues, support network, and couple relationships); mediating variables (cognitive appraisal of conflict severity and coping potential, as well as actual coping strategies); and outcome variables reflecting the degree of adjustment to the military vs. family conflict.

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Section: Nature Of Work‐family Conflictmentioning

confidence: 99%

Coping with Stress in Families of Servicemen: Searching for “Win‐Win” Solutions to a Conflict between the Family and the Military Organization

Desivilya

Gal²

1996

Family Process

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“…In addition, the Military Ethos Scale (Cotton, 1979) was used as a measure of professional military values. This scale operationalises the Moskos (1977) institutional-occupational construct, and is considered by military members and researchers to touch on some central aspects of military professionalism (Cotton, 1981;Gaudet, 1983;Maillet, 1987;McAllister & Smith, 1989; Moskos &Wood, 1988;Segal, 1986). The scale is composed of six items that measure the extent to which the indi-vidual has an occupational or 'employee' orientation as opposed to a vocational or 'soldier' orientation.…”

Section: Questionnaire As Part Of a Larger Research Project All Parmentioning

confidence: 99%

“…The ME scale was selected because there is evidence that it reflects dominant organisational values, and because it appears to have acceptable psychometric properties. Cotton (1981) reports that the scale has adequate internal consistency and that it correlates in the predicted direction with a number of policy positions relevant to military officers. Moreover, he showed that the top leadership of the organisation, those who are likely to shape the organisational culture in various ways such as officers of higher rank and senior combat officers, do in fact get the highest scores on the scale.…”

Section: Want"mentioning

confidence: 99%

Encounter and Metamorphosis: The Impact of Military Socialisation on Professional Values

Guimond¹

1995

Applied Psychology

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L'hypothèse selon laquelle les organisations ont le pouvoir de changer les attitudes et les valeurs des nouveaux arrivants est examinée dans trois études évaluant l'impact de la socialisation dans le rôle d'officier militaire. Les études 1 et 2 comparent l'engagement envers la carrière et les valeurs militaires de candidats issus de deux programmes de formation dont un seul implique l'intégration des candidats dans un environnement totalement militaire. Des données transversales (étude 1) et longitudinales (étude 2) montrent l'existence d'un changement de valeurs plus important auprè des candidats soumis à des efforts de socialisation plus intenses. Plus précisément, deux stades de socialisation sont identifiés: un stade de ‘rencontre’, c'est‐à‐dire une période difficile d'initiation caractérisée par un changement ‘négatif dans les attitudes, suivi d'un stade de’‘métamorphose’ au cours duquel, dans un renversement des tendances observées antérieurement, les valeurs changent dans une direction conformeà celles de l'organisation. L'étude 3 révèle que le fait d'être assignéà un rôle de leadership durant la dernière année du programme peut expliquer les changements survenant lors du stade de métamorphose. Enfin, les résultats des trois études suggèrent que les organisations peuvent influencer les adultes plus âgés autant que les plus jeunes confirmant le modèle d'ouverture au changement d'attitude tout au long de la vie. Une discussion est engagéd sur les implications de ces résultats pour la thèse de la stabilité des attitudes et des effets de sélection ainsi que pour les théories de la socialisation organisationnelle. The assumption that organisations have considerable power in changing the attitudes and values of newcomers is examined in three studies assessing the impact of socialisation into the role of military officer. Studies 1 and 2 compare the career commitment and the military values of candidates from two different officer training programs, only one of which involves placing candidates into a total military environment. Cross‐sectional (Study 1) and longitudinal (Study 2) evidence shows that greater change is observed among candidates subjected to more intense socialisation efforts. More precisely, two stages in the socialisation process are identified: an ‘encounter’ stage or a harsh period of initiation characterised by ‘negative’ attitude changes, followed by a ‘metamorphosis’ stage, where, in a sharp reversal of the previous trend, values change in a direction congruent with those of the organisation. Study 3 findings reveal that being assigned to a position of leadership during the last year of the program is one factor that can explain the change occurring during the metamorphosis stage. Finally, evidence from all three studies suggests that older adults may change as much as younger candidates, supporting the lifelong openness model of attitude change. The implications of these results for the attitude stability/self‐selection thesis and for theories of organisational socialisation are discussed.

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“…However a strong relationship exists between those who do not intend to re-enlist and job satisfaction. Cotton, C. (1981 that all factors, except immediate gain, to be statistically significant (immediate gain had correct sign).…”

mentioning

confidence: 81%