Veterans and Job Satisfaction in the U.S. Federal Government: The Importance of Role Clarity in the First Years of Civilian Employment

Tao, Andrew K.; Campbell, Jesse W.

doi:10.1177/0091026019878210

Cited by 14 publications

(12 citation statements)

References 80 publications

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“…For example, Olmstead (2011) found that veterans had higher job satisfaction when compared to non-veterans in civilian organizations However, Van Maanen (1975) and Zangaro and Johantgen (2009) found that police recruits who had military experience initially reported having higher motivation, commitment, and satisfaction when compared to officers without military experience, but these differences faded as their years of experience increased. Along these same lines, Zangaro and Johantgen (2009), Teclaw et al (2016), andCampbell (2020) found that non-veterans reported significantly higher job satisfaction than veterans in civilian government work settings.…”

Section: Comparative Research In Civilian Organizationsmentioning

confidence: 78%

Military Experience in Civilian Government Organizations: An Exploratory Study of Its Effects on a Range of Work Attitudes and Behaviors

Bright

2021

Administrative Sciences

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There is a large body of research that has comparatively explored the relationship that military experience has with the attitudes and behaviors of employees who work in military organizations. However, very few studies have extended this line of research in civilian organizations. This study seeks to add to this body of research by exploring whether there are meaningful attitude and behavioral differences between veterans and non-veterans who work in a government civilian organization. Using a sample of 500 federal employees in the United States, the findings of this study revealed that prior military experience had no meaningful relationship to the work satisfaction, performance, person-organization fit, public service motivation, work stress, nor turnover intentions of public employees. The most important predictors of the work attitudes of employees were their age, education level, full-time status, and years of work experience. The implications this study has for the field of public management are discussed.

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Section: Comparative Research In Civilian Organizationsmentioning

confidence: 78%

Military Experience in Civilian Government Organizations: An Exploratory Study of Its Effects on a Range of Work Attitudes and Behaviors

Bright

2021

Administrative Sciences

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“…The perceived congruence of individual and organizational values at the heart of fit can change over time, and thereby value congruence will likewise fluctuate (Gabriel et al, 2014). This plasticity is leveraged by some organizations, such as those associated with the armed forces, to facilitate fit through training and socialization (Tao and Campbell, 2020). However, because values and goals are socially constructed to some extent, we suggest that ER 43,4 OSC may enhance P-O fit.…”

Section: The Mediating Role Of Person-organization Fitmentioning

confidence: 87%

Social capital, person-organization fit and cynicism: a multi-stage mediation model of turnover intention in public organizations

Campbell

2020

Self Cite

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PurposeThe informal dimension of organizational experience can shape performance-relevant employee behavior, including voluntary turnover. The authors develop a multi-stage model of turnover intention relevant to public organizations based on the quality of informal intra-organizational employee ties. Specifically, the authors argue that organizational social capital reduces turnover intention both directly and indirectly via its influence on person-organization fit, organizational cynicism and job satisfaction.Design/methodology/approachThe authors use data from a survey of 946 Korean public sector employees and partial least squares structural equation modeling to test our hypotheses. A number of checks are performed to evaluate the integrity of the data and probe the robustness of the results.FindingsThe authors find that there is a significant link between organizational social capital and turnover intention, but that this relationship is fully mediated by the specified intervening processes. Social capital is associated with increased P-O fit, increased job satisfaction and reduced cynicism. In turn, P-O fit reduces turnover intention both directly and indirectly via increased job satisfaction and reduced cynicism.Originality/valueWhile a number of studies demonstrate the value of organizational social capital, the current study works through the theoretical mechanisms by which social capital is transformed into valued organizational outputs. Some of these are specifically relevant to public organizations. The authors describe the model's practical relevance and suggest research questions that can build upon our findings. The authors also note the study's limitations.

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“…The quantitative method examines the narrowly defined research questions by utilizing a scientific method to select samples and collect data from a population, and a statistical method to analyze data, and generalize findings to a larger population (Borrego et al, 2009). Additionally, previous researchers have demonstrated that a quantitative method is appropriate in investigating the relationship between motivation, job satisfaction, and job design (Al-Musadieq et al, 2019;Edinger & Edinger, 2018;Nowlin et al, 2018;Tao & Campbell, 2020;Westover et al, 2020). As such, a quantitative method was an appropriate method for the study.…”

Section: Methodsmentioning

confidence: 99%

Employee Motivation, Job Reengineering, and Perceived Job Satisfaction: A Quantitative Correlational Approach

Martin¹,

Goldwasser²

2022

BMRA

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This quantitative research investigated the correlation between employee motivation, job reengineering, and the perception of job satisfaction among the civilian employees of the Department of Defense located in Washington, D.C., United States. The theoretical foundation for the study was rooted in Deci and Ryan's (1985; 2000) self-determination theory of motivation. The researcher utilized a non-experimental correlational research design and an appropriate non-probability convenience sampling method to collect data from fifty-five (55) participants. The multidimensional work motivation, job diagnostic, and the job satisfaction scales were used to measure the variables. Non-parametric tests were used to measure the correlation between the variables and three hypotheses were tested. The results showed a strong and positive relationship exists between employee motivation, job reengineering, and the perception of job satisfaction. These findings suggest that business leaders and human capital managers of private and government enterprises may use the study as a focal point to understand a person-job fit, establish lean organizational efficiencies, and formulate strategies to improve motivation and reduce turnover. Keywords: Emotional Intelligence, Employee Motivation, Job Design, Job Reengineering, Job Redesign, Job Satisfaction, Metacognitive Abilities, Perception, Perception of Job Satisfaction, And Self-Determination Theory

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Veterans and Job Satisfaction in the U.S. Federal Government: The Importance of Role Clarity in the First Years of Civilian Employment

Cited by 14 publications

References 80 publications

Military Experience in Civilian Government Organizations: An Exploratory Study of Its Effects on a Range of Work Attitudes and Behaviors

Military Experience in Civilian Government Organizations: An Exploratory Study of Its Effects on a Range of Work Attitudes and Behaviors

Social capital, person-organization fit and cynicism: a multi-stage mediation model of turnover intention in public organizations

Employee Motivation, Job Reengineering, and Perceived Job Satisfaction: A Quantitative Correlational Approach

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