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The impact of monetary strategies on...

Harris, G. L. A.

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The impact of monetary strategies on organizational commitment in the military.

紀錄類型:	書目-電子資源 : Monograph/item
正題名/作者:	The impact of monetary strategies on organizational commitment in the military./
作者:	Harris, G. L. A.
面頁冊數:	382 p.
附註:	Source: Dissertation Abstracts International, Volume: 64-04, Section: A, page: 1401.
Contained By:	Dissertation Abstracts International64-04A.
標題:	Political Science, Public Administration. -
電子資源:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=3088015

The impact of monetary strategies on organizational commitment in the military.
Harris, G. L. A.

The impact of monetary strategies on organizational commitment in the military. - 382 p.

Source: Dissertation Abstracts International, Volume: 64-04, Section: A, page: 1401.

Thesis (Ph.D.)--Rutgers The State University of New Jersey - Newark, 2003.

The problem appears to be two-pronged. How can the military combat the exodus of its personnel to the civilian sector when its present costly monetary incentives do not result in instilling organizational commitment? Further, the evidence suggests that the length of stay in the military is largely a function of the enlistment contract and the size of the accompanying bonuses, not of organizational commitment.Subjects--Topical Terms:

1017438
Political Science, Public Administration.

The impact of monetary strategies on organizational commitment in the military.
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245 1 4 $a The impact of monetary strategies on organizational commitment in the military.
300 $a 382 p.
500 $a Source: Dissertation Abstracts International, Volume: 64-04, Section: A, page: 1401.
500 $a Director: Marc Holzer.
502 $a Thesis (Ph.D.)--Rutgers The State University of New Jersey - Newark, 2003.
520 $a The problem appears to be two-pronged. How can the military combat the exodus of its personnel to the civilian sector when its present costly monetary incentives do not result in instilling organizational commitment? Further, the evidence suggests that the length of stay in the military is largely a function of the enlistment contract and the size of the accompanying bonuses, not of organizational commitment.
520 $a This research looks at an old problem through new lenses, and suggests that a solution to the problem may lie in boosting retention levels through a more strategic use of monetary incentives, while building organizational commitment over time. This is explored through the examination of the relationships that may exist between psychological, financial and performance variables, and organizational commitment.
520 $a Three components of the United States Air Force were sampled: active duty, reserve and Air National Guard. A total of 442 enlisted and officer personnel from 11 squadrons, and within 3 critical career fields---aviation, medical and dental, participated in completing an 84-item questionnaire.
520 $a It was found that the use of monetary strategies as a means of retention does become irrelevant over time, especially once affective commitment for the military is formed. Personnel in both the enlisted and officer corps appear to experience affective commitment at different points of their careers. Those who are at the most junior to mid-points of their careers are least likely to have affective commitment, while those who are most senior are more likely to have affective commitment and, therefore, experience higher retention levels. However, the level of affective commitment for this cohort may be cloaked in "sunk costs" or already vested time towards retirement. What appear to be important factors to the formation of organizational commitment are the influence of co-workers, satisfaction with one's career specialty or job and having a sense of purpose in doing that job.
520 $a One strength illuminated in this research is that understanding the use of monetary incentives will better enable the military to plan for the long-term benefits of organizational commitment and retention, not for the short-term effects of a bonus program or pay raise as a result of a promotion in rank. Further, the unique challenges of those in the reserve and National Guard components are such that retention of this contingent workforce can only be achieved by fostering organizational commitment since the military is not their primary employer.
520 $a One limitation noted, however, is that the aftermath of September 11, 2001 compounded the administration of the questionnaire due to the increased number of deployments of potential respondents to Southwest Asia in support of Operation Enduring Freedom. Consequently, the number of respondents who actually received monetary incentives was limited. (Abstract shortened by UMI.)
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650 4 $a Sociology, Public and Social Welfare. $3 1017909
650 4 $a Sociology, Industrial and Labor Relations. $3 1017858
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