In any organization, the retention of trained, qualified personnel is a critical aspect of success. The loss of such individual organizational members can be costly. Such turnover costs include cost associated with recruitment, training, and losses in productivity or operational efficiency. Within a military organization, a loss of operational efficiency can be associated with catastrophic and lethal results. The study differs from previous work in 2 critical ways: the geographic sampling and the current operational tempo of the National Guard. The study used moonlighting theory and voluntary employee turnover theory in the hope that a better understanding of the stay/leave decision will result in a basis for appropriate managerial steps to increase soldier retention, reduce cost, and increase professionalism. The study addressed 2 fundamental research questions: (a) Are there specific factors that differ between non-prior service soldiers in the Pennsylvania Army National Guard (PAARNG) who leave and those that stay at the end of their initial term of service? and (b) Are employment opportunities perceived differently between non-prior service soldiers in the PAARNG who leave and those that stay at the end of their initial term of service? The research indicates a positive response to the 1st research question. Respondents who remained in the National Guard had significantly higher scores on soldier satisfaction, support for family, support for employer, and perceived school personnel support. The research indicates a negative response to the 2nd research question, with no perceived difference in employment opportunities between respondents who left and those who stayed in the National Guard.
|Subjects||Management; Military studies|
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