Turnover decisions: A grounded theory study of successful aviation leaders who leave the military

by Beatty, Devina C., Ph.D., CAPELLA UNIVERSITY, 2015, 160 pages; 3737264


This qualitative, grounded theory study examined the voluntary turnover decision-making behavior of 15 successful, military aviation technical leaders after their first or second term. The military aviation community continues to experience pervasive dysfunctional voluntary turnover of its middle management personnel that are essential to the organization’s operational capability and it lacks comprehension. Consistent voluntary turnover understanding remains elusive and the literature does not adequately explain the organizational exit behavior of this enlisted military population. Through systematic, interpretive analysis, data collected from semi-structured interviews aligned within a paradigm of three major categories: conflicted family needs, positive military experience, and disappointment experience. In concert with the paradigm, the findings supported the theory emergence of the core category internal self-role conflict as central to compelled voluntary turnover decisions among the sample group. This study reduced the literature gap by contributing to the limited military turnover body of work and the overall albeit, conflicted, previous voluntary turnover literature. Recommendations for future research, and related action projects are provided.

AdviserApril Boyington-Wall
Source TypeDissertation
SubjectsManagement; Organizational behavior; Military studies
Publication Number3737264

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