Active Duty Military Deployments: a Respite from Job Stressors and Burnout for Air Force Acquisition Support Personnel

To explore the possible respite effects of deployments, active duty Air Force acquisition support personnel who were either scheduled to deploy (n=74), or recently returned from deployment (n=34) were surveyed. Analysis of variance compared the pre- and post-deployment group\u27s perceived levels of burnout, emotional exhaustion, role ambiguity, role conflict, self-efficacy, organizational commitment, contingent rewards, operating conditions, co-worker satisfaction, and overall job satisfaction. Although the results indicated the differences were not large enough to be significant, many of the variables behaved as hypothesized. Specifically, burnout, emotional exhaustion, role conflict, contingent rewards, and co-worker satisfaction were all higher in the post- deployment group. Implications of the findings are discussed

The association between sensitivity, group size and satisfaction

Previous research have looked at the relationship between sensitivity and satisfaction, and between group size and satisfaction. However there appears to be no reported studies that have investigated the interacting effects of group size on the relationship between sensitivity and satisfaction. Data from 257 shop floor workers in a light manufacturing plant in the UK were collected and analysed. Group size was significantly negatively related to satisfaction with co-workers. Statistical tests of hierarchical multiple regression were used to determine the signficance of the interaction terms (sensitivity x group size) on pay and co-worker satisfaction. Support for both hypotheses were obtained. Results suggested that group size significantly moderated the relationship between sensitivity and pay satisfaction, and the relationship between sensitivity and co-worker satisfaction. Linear regression plots showed that the relationship between sensitivity and satisfaction (pay and co-worker) were negative in large groups but positive in small groups

Motives and the Psychological Contract: Relationships with Job Satisfaction and Self-Esteem

The purpose of this study was to determine the relationships between motives to volunteer and the expectation for fair treatment by organization representatives. I developed two hypotheses based on previous work on volunteer motives, the psychological contract, and self-esteem and job satisfaction. A sample of college students was given the Volunteer Functional Inventory (Clary and Snyder, 1998), Rousseau and Tijoriwala’s psychological contract questionnaire (1996), the Job Descriptive Index (Smith, Lorne, and Charles, 1969), and the Self- Esteem Scale (Rosenberg, 1969). Contrary to previous findings, it was found that the good faith and fair dealings portion of the psychological contract does not correlate with any of the volunteer motives. There were no relationships found between self-esteem and any other variable in this study. However, relationships were found between the understanding motive and co-worker satisfaction, for women; and the values motive and co-worker satisfaction, for women. This indicates that volunteer motives may be related to types of job satisfaction and gender differences may exist

Military Deployments as a Respite from Burnout: An Analysis of Gender and Family

To explore to possible respite effects of deployments, active duty Air Force acquisition support personnel who were either scheduled to deploy (n=74), or recently returned from deployment (n=34) were surveyed. Analysis of variance compared the pre-deployment male\u27s and female\u27s perceived levels of burnout, emotional exhaustion, role ambiguity, role conflict, self-efficacy, organizational commitment, contingent rewards, operating conditions, co-worker satisfaction, and overall job satisfaction. The same analysis was conducted dividing the pre- and post-deployment groups by whether or not they had children. Several of the findings were as hypothesized. Specifically, post-deployment females reported lower scores for emotional exhaustion, role ambiguity, organizational commitment, and overall job satisfaction. Both pre- and post-deployment members with children reported lower levels of contingent rewards. Additionally, pre-deployment members with children reported higher levels of co-worker satisfaction, and lower levels of self-efficacy. Implications of the findings are discussed

Social Interaction, Co-Worker Altruism, and Incentives

Social interaction with colleagues is an important job attribute for many workers. To attract and retain workers, managers therefore need to think about how to create and preserve high-quality co-worker relationships. This paper develops a principal-multi-agent model where agents do not only engage in productive activities, but also in social interaction with their colleagues, which in turn creates co-worker altruism. We study how financial incentives for productive activities can improve or damage the work climate. We show that both team incentives and relative incentives can help to create a good work climate.social interaction, altruism, incentive contracts, co-worker satisfaction

Social Interaction, Co-Worker Altruism, and Incentives

Social interaction with colleagues is an important job attribute for many workers. To attract and retain workers, managers therefore need to think about how to create and preserve high-quality co-worker relationships. This paper develops a principal-multi-agent model where agents do not only engage in productive activities, but also in social interaction with their colleagues, which in turn creates co-worker altruism. We study how financial incentives for productive activities can improve or damage the work climate. We show that both team incentives and relative incentives can help to create a good work climate. We discuss some empirical evidence supporting these predictions.social interaction, altruism, incentive contracts, co-worker satisfaction

Effects of Deployment on Homestation Job Stress and Burnout

The Global War on Terrorism has increased the demands placed on military members. The increased rate of deployments, coupled with the reduction in resources, has military leaders concerned that these changing demands will cause undue strain, adversely affecting the military member\u27s quality of life. This research tests the effects of active duty military deployments on homestation job stressors and burnout. Pre- and post- deployment surveys were administered to test for any significant changes that resulted from a deployment. A group of non-deploying members was also measured during the same time frame to serve as the control group. Results showed that deployments resulted in increased levels of two facets of job satisfaction and decreased levels of role conflict, emotional exhaustion, and burnout. The only significant change noted by the control group was a decrease in the level of organizational commitment. Therefore, despite the fact that military deployments can be extremely stressful themselves, they do offer some beneficial effects to military members upon return to their homestation environment. On the other hand, those who do not get a break from the everyday work environment either stay the same or show less desirable levels of job stress and burnout

A Study of the Job Stress and its Effect of the Information Systems Professional in Taiwan

This study conducts a survey to investigate the information systems professional\u27s job stress and its outcomes in Taiwan\u27s companies. The analysis is based on an organizational stress model. The results of this study indicate that (1) statistically significant difference exists between most of the job stressor and some items of the outcomes, (2) some moderating variables, such as type A personality and SDLC stage, are statistically significant in affecting the job stressor and the outcomes, and (3) statistically significant positive correlation exists between job satisfaction and psychological effects of the job stress

Social Interaction, Co-Worker Altruism, and Incentives

Social interaction with colleagues is an important job attribute for many workers. To attract and retain workers, managers therefore need to think about how to create and preserve high-quality co-worker relationships. This paper develops a principal-multi-agent model where agents do not only engage in productive activities, but also in social interaction with their colleagues, which in turn creates co-worker altruism. We study how financial incentives for productive activities can improve or damage the work climate. We show that both team incentives and relative incentives can help to create a good work climate. We discuss some empirical evidence supporting these predictions