Development and Evaluation of a Career Continuance Model for Company Grade Officers in the United States Army

Schneider, Robert J.; Johnson, Jeff W.; Cochran, Caroline C.; Hezlett, Sarah A.; Foldes, Hannah; Ervin, Kelly S.

doi:10.21236/ada543634

Cited by 2 publications

(5 citation statements)

References 60 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…Research on organizational justice has linked perceptions of distributive and procedural injustice to decreased job satisfaction, reduced organizational commitment, and greater organizational withdrawal (Colquitt, Conlon, Wesson, Porter, & Ng, 2001;Gilliland & Chan, 2001). These relationships are consistent with our model of company grade officer retention (Schneider et al, 2006(Schneider et al, , 2011. Several kinds of information should be used to inform the decision to shorten deployment times.…”

Section: Shorter Deploymentssupporting

confidence: 84%

“…On the basis of focus groups with company grade officers, interviews with field grade officers, interviews with other SMEs in one or more areas relevant to the career cycle of officers, and literature review, Personnel Decisions Research Institutes (PDRI) research scientists and their colleagues developed a preliminary model of officer retention (Schneider, Johnson, Cullen, Weiss, Ilgen, & Borman, 2006). Following further literature review, data collection, empirical evaluation, and SME review, this model was revised and refined to create the final model (Schneider, Johnson, Cochran, Hezlett, Foldes, & Ervin, 2011). Development, testing, and refinement of this model suggested a number of potential avenues for increasing officer career continuance.…”

Section: Model Of Company Grade Officer Career Continuancementioning

confidence: 99%

“…At one level, interventions could be differentiated between efforts focused on influencing continuance commitment and efforts focused on influencing affective commitment. These aspects of organizational commitment are proximal causes of career continuance in our process model of officer retention (Schneider et al, 2011). Continuance commitment refers to an organization member's perception of the costs or benefits associated with leaving the organization (Meyer & Allen, 1997).…”

Section: Continuance Versus Affective Commitmentmentioning

confidence: 99%

“…• During a review of our model of officer career continuance (Schneider et al, 2011 ), senior officers on the panel suggested that learning about different aspects of the model and how they interact to influence retention should be parts of all training (e.g., precommand course, leader development courses). For example, commanders should know how officer perceptions of the organizational context can be influenced for the better, and how they can be an important source of social support for both peers and subordinates.…”

Section: Leader Trainingmentioning

confidence: 99%

See 3 more Smart Citations

Recommendations for Enhancing U.S. Army Company Grade Officer Career Continuance

Johnson¹,

Hezlett²,

Mael³

et al. 2012

Self Cite

View full text Add to dashboard Cite

This report recommends potential initiatives to improve the retention of company grade officers. The report builds on prior work completed for the ARI research program entitled "Strategies to Enhance Retention" (STAY). The officer portion of the STAY program sought, over a three-year period, to improve the continuance of the Army's company grade officers. The recommendations are based on (a) focus groups and interviews on Army posts, (b) interviews with other subject matter experts, (c) literature review, (d) the model of company grade officer continuance, (e) the results of the evaluation of three interventions developed to enhance continuance, and (f) special expert panel meetings. First, we summarize major factors that were identified in focus groups and interviews as negatively and positively influencing officer retention. Then we propose a set of recommendations for future initiatives, organized in terms of the factors identified as influencing retention. Within each description, we discuss the nature of the intervention, the reasons the intervention should improve retention, and issues that may limit the effectiveness or feasibility of the intervention. Finally, we present recommendations that are specific to the three STAY interventions and the model of officer career continuance.

show abstract

Section: Shorter Deploymentssupporting

confidence: 84%

Section: Model Of Company Grade Officer Career Continuancementioning

confidence: 99%

Section: Continuance Versus Affective Commitmentmentioning

confidence: 99%

Section: Leader Trainingmentioning

confidence: 99%

See 2 more Smart Citations

Recommendations for Enhancing U.S. Army Company Grade Officer Career Continuance

Johnson¹,

Hezlett²,

Mael³

et al. 2012

Self Cite

View full text Add to dashboard Cite

show abstract

“…The public became most aware of the economic difficulties in late September when President Bush called for, and Congress approved, the Emergency Economic Stabilization Act of 2008. It is likely that this would be a strong critical event that would shock officers into considering whether they would stay in or leave the Army (see Schneider et al, 2009). When the economy is perceived to be weak and jobs are more scarce, officers would be expected to be less likely to intend to leave the economic security of the Army.…”

Section: Attitude Change Following Intervention -No Control Groupmentioning

confidence: 99%

Development and Evaluation of Counseling Training for Commanders to Enhance U.S. Army Company Grade Officer Career Continuance

Johnson¹,

Houston²,

Foldes³

et al. 2011

Self Cite

View full text Add to dashboard Cite

We developed and evaluated a retention counseling training program targeted at influencing factors identified as important to company grade officers' retention decisions. Training was given to Company Commanders, Battalion Commanders, XOs, and S3s in four brigades. The impact of training was evaluated by administering pre-and post-surveys (four months after training) to company grade officers under the trainees' command. Trainee feedback was used to revise the training program. Hierarchical regression analyses controlling for Time 1 satisfaction demonstrated that both the quantity and rated quality of counseling were related to Time 2 satisfaction levels on many factors believed to have the strongest connection to career continuance. Among those who received counseling from someone we trained, there was a significant increase in intention to stay in the Army from Time 1 to Time 2. The training focused on the importance of conducting informal counseling in addition to formal counseling, and results showed that both types of counseling interact to influence variables such as career satisfaction, leadership satisfaction, and morale. Recommendations are made to introduce training similar to that used in this intervention to officers early in their career, with periodic retraining of the counseling strategies and behaviors throughout an officer's career. 15. SUBJECT TERMS company grade officer retention, officer retention training, officer counseling training, career continuance SECURITY CLASSIFICATION OF 19.

show abstract

Development and Evaluation of a Career Continuance Model for Company Grade Officers in the United States Army

Cited by 2 publications

References 60 publications

Recommendations for Enhancing U.S. Army Company Grade Officer Career Continuance

Recommendations for Enhancing U.S. Army Company Grade Officer Career Continuance

Development and Evaluation of Counseling Training for Commanders to Enhance U.S. Army Company Grade Officer Career Continuance

Contact Info

Product

Resources

About