An Analysis of the Impact of Job Search Behaviors on Air Force Company Grade Officer Turnover
Abstract
This study assesses the turnover behavior of Air Force Company Grade Officers (CGO) over a 17-month period. The study separated passive job search --behaviors that demonstrate a search for information to form an employment goal -- and active job search -- behaviors that demonstrate a commitment to pursuing an employment goal. The group of officers just beginning the job search process explain the least amount of variance in intent to turnover, yet explain the greatest amount of variance in actual turnover. Conversely, the group of officers near the end of the job search process explain the greatest amount of variance in intent to turnover, yet the least amount of variance in actual turnover. Models using general job search were compared to models using passive and active job search, with passive job search explaining as much variance in intent to turnover as general job search, and active job search explaining more variance in actual turnover than general job search. Results indicate that CGOs who left the Air Force performed more active and passive job search behaviors than those who stayed. The study also finds that increased levels of organizational commitment predict more actual turnovers, an unexpected finding.
Document Details
- Document Type
- Technical Report
- Publication Date
- Mar 01, 2012
- Accession Number
- ADA560856
Entities
People
- Teri M. Hunter
Organizations
- Air Force Institute of Technology