Job Satisfaction Differences Between Military and Ex-Military Personnel: The Role of Demographic and Organizational Variables

Alpass, Fiona; Long, Nigel; Chamberlain, Kerry; MacDonald, Carol

doi:10.1207/s15327876mp0903_4

Cited by 19 publications

(20 citation statements)

References 62 publications

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“…First, important structural differences (i.e., emphasis on hierarchy, centralization, formalization, etc.) appear to distinguish military from civilian settings (e.g., Alpass, Long, Chamberlain, & MacDonald, 1997;Bartling & Eisenman, 1992), and Ammeter et al (2002) have argued that different organizational structures can indirectly affect leader reputation. More directly, research has shown that individuals perceive military settings as distinctly different from civilian settings (e.g., Boyce & Herd, 2003;Morgan, 2004;Segal & Segal, 1983), and even if these perceptions are not objectively accurate, these beliefs nevertheless govern whatever impact setting has on attributions.…”

Section: Organizational Settingmentioning

confidence: 99%

Impact of Decision-Making Empowerment on Attributions of Leadership

Campbell

2011

Military Psychology

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Although empowerment often makes a team more effective, managers do not use this tool extensively. One explanation for this is that managers fear that individuals will draw negative conclusions about their leadership abilities if they use an inappropriate degree of decision-making empowerment (DME). The current research explored this hypothesis, using scenarios to manipulate DME, organizational setting, manager gender, and task outcome. Officer cadets (N = 173) judged appropriateness of the manager's use of empowerment; degree of leadership shown; and willingness to work for the manager. Cadets saw high DME as significantly more appropriate than low, resulting in significantly higher leadership attributions and a greater willingness to work for the manager. Findings held regardless of context or gender. Task outcome also affected attributions.As work environments have become increasingly complex and volatile, organizational scholars have suggested that firms can reap a competitive advantage by harnessing the cognitive skills and intellectual capacities of employees at all levels in the company. Managers and supervisors have also begun to recognize that successful organizational performance requires that contemporary employees function much more like managers and supervisors themselves, demonstrating problem solving and initiative far beyond job requirements of past eras (e.g.,

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Section: Organizational Settingmentioning

confidence: 99%

Impact of Decision-Making Empowerment on Attributions of Leadership

Campbell

2011

Military Psychology

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“…As with most job-stress research, this research relied solely on self-reporting measures. Measures based on selfreporting lend themselves to potential biases, such as socially desirable responses (Eden, 1990;Alpass, 1997). Also, due to the matching requirement for the pre-and postdeployment surveys, the survey was not anonymous.…”

Section: Limitationsmentioning

confidence: 99%

“…The decision to join the Armed Forces is much more than just an occupational choice (Alpass, Long, Chamberlain, & MacDonald, 1997). It is a lifestyle choice where the organization influences its member far beyond the boundaries of work (Alpass et al, 1997).…”

Section: Introductionmentioning

confidence: 99%

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Effects of Deployments on Homestation Job Stress and Burnout

Johnson¹

2005

PsycEXTRA Dataset

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The Global War on Terrorism has increased the demands placed on military members. The increased rate of deployments, coupled with the reduction in resources, has military leaders concerned that these changing demands will cause undue strain, adversely affecting the military member's quality of life. This research tests the effects of active duty military deployments on homestation job stressors and burnout. Pre-and post-deployment surveys were administered to test for any significant changes that resulted from a deployment. A group of non-deploying members was also measured during the same time frame to serve as the control group. Results showed that deployments resulted in increased levels of two facets of job satisfaction and decreased levels of role conflict, emotional exhaustion, and burnout. The only significant change noted by the control group was a decrease in the level of organizational commitment.

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“…Studies have shown that military personnel generally report lower levels of overall job satisfaction than do civilian personnel (Alpass, Long, Chamerlain, & MacDonald, 1997;Blair & Phillips, 1983;Bowers, 1976;Fredland & Little, 1983;Woodruff & Conway, 1990). Less is known, however, about the determinants of job satisfaction among military personnel, or the differences across Services.…”

Section: Demographic Predictors Of Job Satisfactionmentioning

confidence: 99%

Health Status of Military Women in the Total Force.

Bray¹

1997

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Job Satisfaction Differences Between Military and Ex-Military Personnel: The Role of Demographic and Organizational Variables

Cited by 19 publications

References 62 publications

Impact of Decision-Making Empowerment on Attributions of Leadership

Impact of Decision-Making Empowerment on Attributions of Leadership

Effects of Deployments on Homestation Job Stress and Burnout

Health Status of Military Women in the Total Force.

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