Palabras clave
organizational commitment
armed forces
ISSP
ranks
Cómo citar
Resumen
Purpose – This study examines the relationship between job satisfaction and organizational commitment among military personnel. It focuses on how this relationship differs among commissioned officers, non-commissioned officers (NCOs), and other ranks within the military hierarchy.
Theoretical framework – The study draws on the human resource management literature on job satisfaction and organizational commitment in the military context.
Design/methodology/approach – This quantitative, cross-sectional study is based on the most recent wave of data from the International Social Survey Programme (ISSP). The sample includes military personnel segmented by rank. Statistical analyses explore the strength and variation of the satisfaction–commitment link.
Findings – A positive relationship was found between job satisfaction and organizational commitment among military personnel. However, the strength of this relationship varies depending on the hierarchical level, suggesting that rank affects how satisfaction translates into commitment.
Practical and social implications of the research – The findings provide valuable guidance for policymakers and individuals involved in talent management decisions within the armed forces. Practical recommendations emphasize the importance of implementing rank-sensitive human resource strategies to strengthen the commitment of military personnel and, ultimately, improve individual performance and organizational cohesion.
Originality/value – This study contributes to the limited literature on human resource management in the military by examining the relationship between job satisfaction and organizational commitment while explicitly considering hierarchical differences among military personnel. This provides a more nuanced understanding of employee attitudes in the armed forces.
Citas
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