The Impact of Deactivation Uncertainty, Workload, and Organizational Constraints on Reservists' Psychological Well-being and Turnover Intentions

Abstract

This study assessed the impact of the activation of U.S. Army reservists after terrorists attacked the United States on September 11, 2001. A total of 263 soldiers completed a survey and participated in focus groups. The model's stressors were deactivation uncertainty, workload, and organizational constraints. The outcomes were well-being and turnover intentions. In general, most stressors did predict the proposed outcomes. That is, with high deactivation uncertainty, workload, or organizational constraints, reservists reported low psychological well-being and high turnover intentions. Commanders and policymakers can use our findings when addressing ways to improve reservists' psychological health and to decrease turnover intentions. Specifically, reservists need more predictability and the needed organizational conditions (i.e., proper workload levels and equipment) while activated and deployed to protect our country.

Occupational stress in the armed forces: An Indian army perspective

“…In the context of the armed forces, some research is available on the US military (Bartone, Adler, & Vaitkus, 1998;Boehmer, Boothe, Flanders, & Barrett, 2003;Britt, Davison, Bliese, & Castro, 2004;Florkowski, 2001;Litz, Orsillo, Friedman, Ehlich, & Batres, 1997;Stetz, Castro, & Bliese, 2007). Bartone et al (1998) studied military stressors faced by soldiers during peacekeeping missions such as isolation, ambiguity, powerlessness, boredom, and danger/threat.…”

“…Florkowski (2001) pointed out that suicides committed by soldiers are not incidental and are an outcome of several highly complicated processes occurring simultaneously. Stetz et al (2007) pointed out that improved organisational support in the form of lowering occupational stressors improves the psychological wellbeing of soldiers and also helps in lowering their depressive symptoms.…”

Development and Validation of the Navy Climate Index

“…Distinctive climate dimensions may be relevant depending on the contexts and characteristics of employees and organizations (Schulte et al, 2006). Military personnel face unique work-related challenges, including a physiologically and psychologically stressful work environment (Comperatore, Rivera, & Kingsley, 2005;Stetz, Castro, & Bliese, 2007), an increasingly blurred line between work and nonwork life (Adams, Jex, & Cunnigham, 2006;Huffman, Culbertson, & Castro, 2008), and possible reductions in total end-strength (Stetz et al). Given the distinctiveness of the military environment and that the field lacks a standard measure of psychological climate (e.g., L. R. Kopelman et al, 1990;Ostroff, 1993), further methodological work on the construct of psychological climate specifically for military organizations is warranted.…”

Strengthening Prior Service--Civil Life Gains and Continuum of Service Accessions into the Army's Reserve Components

“…If the individual had a negative experience, or did not feel committed to the AC position or military organization, the individual may decide to forgo further military service. (See Bressler, 2010;Stetz, Castro, and Bliese, 2007;and Lytell and Drasgow, 2009). As such, AC soldier feelings of prior fulfillment (Bressler, 2010, p. 2) are likely to influence the probability of transitioning to the RC.…”