Organizational commitment is described in literature in terms of congruence of an individual's values and goals to that of the organization in which they are employed (Meyer & Allen, 1991). Individuals' responses to the organization have been observed in some studies as attitudinal while in others behavioral. Having been observed in many forms through research; Mowday, Steers, and Porter (1979) developed a survey instrument to support measuring an employee's organizational commitment. Mowday, Porter, and Steers (1982) posited that one could identify correlates or predictors of organizational commitment. During this present period in which the Department of Defense (DoD) is pursuing the Long War/Global War on Terror (GWOT), it is imperative that senior Defense Department leadership ensures their employees are committed to the organization. To that end, identifying those predictors that, if properly addressed, would imbue a sense of organizational commitment across the Department would be of great value in achieving success in the Long War/GWOT. Unfortunately, current academic literature in the field of organizational commitment falls short in its application to organizations in the Department of Defense. This research proposes to identify those factors that influence the degree of commitment of DoD employees to their parent organization. Those employees include uniformed military members, government service employees, and contract employees from industry that support the Department. This research identified those characteristics that influence the commitment of the three classes of DoD employees within a technology-focused DoD organization. Those characteristics were job satisfaction and job relevance for all three groups studied, with the addition of work-life balance and job stability/tenure for government service employees. Armed with this information, senior leaders can focus their energies on those characteristics to ensure the highest level of commitment from their employees. Additionally, this research addressed one aspect that has not been adequately addressed in academic literature—patriotism as a contributor to organizational commitment. Considered representative of the culture of the Department of Defense, patriotism was found to play no role in engendering organizational commitment, either as an independent variable or as a potentially mediating factor.
|Subjects||Social psychology; Management; Organizational behavior; Military studies|
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