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Abstract
Introduction
Theoretical Background
Rationale and Hypotheses
The Interactive Model
Method
Discussion
References
Appendices
The Wild Card
Effect and Military Retention:
Latent Social Identities in an
Interactive Organizational Commitment Model
Abstract
As a whole, current retention in the military is stable. However, statistics show that this stability could be in jeopardy. With only 42 percent of junior and mid-grade enlisted personnel reporting satisfaction with the military way of life, and almost 37 percent reporting dissatisfaction with military leadership, there is cause for concern (Defense Manpower Data Center, 1999).
The purpose of this paper is to provide the military with possible solutions to improving retention from a commitment perspective. There has been an enormous body of research done on organizational commitment. However, none of the researchers have agreed on a way to interpret or measure a person’s propensity to commit. Two new models, The Specific Propensity Model and The Interactive Model incorporate the "wild card effect" in examining individual and organizational latent identity. This allows researchers to predict individual’s propensity to commit both singularly and collectively within the organization.
Using this model will provide DoD with greater understanding of the retention problem and further their ability to create messages and manage retention programs.
DoD Short Course in
Communication
Class 01A
December 7, 2000