Organizational Commitment in the Military
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AC Item
AC Scale
Actual Turnover Behavior
affective commitment theory
Air Force
Angela I. Karrasch
Career Intent
Category=JMJ
Cc
Cc Construct
Cc Scale
CFA Finding
Coefficient Alpha Estimate
Committed Service Member
Continuance Organizational Commitment
Critical Organizational Outcomes
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eq_isMigrated=2
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Expected Factor Structure
Influence AC
Job Knowledge Test
John F. Finch
LISREL VIII
Low Commitment Groups
military organizational commitment studies
military psychology research
Natalie J. Allen
Nested Collectives
Nested Foci
operational stress analysis
Organizational Commitment
personnel retention strategies
Proximal Constituency
psychological measurement methods
R. Craig Bullis
Retention Intentions
Ronald B. Tiggle
social identity in armed forces
Special Issue Authors
Stephanie C. Payne
Target Sample
Tonia S. Heffner
Trueman R. Tremble
Walter R. Schumm
Product details
- ISBN 9781138475656
- Weight: 453g
- Dimensions: 152 x 229mm
- Publication Date: 06 Oct 2017
- Publisher: Taylor & Francis Ltd
- Publication City/Country: GB
- Product Form: Hardback
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Decision making plays a major role in virtually every theory of organizational behavior. However, decision theory has not provided organizational theorists with useful descriptions of how decisions are made, either by individuals or by individuals in organizations. The earliest offering came from economics in the form of the "normative" rational view of decision making. The underlying presumption was that decision makers are all striving to maximize return or minimize loss, that decisions are based upon unlimited information, and that they have the capacity to use the information efficiently. They know the options open to them and the consequences of pursuing one or another of those options. The optimal course of action is revealed by applying the appropriate analysis and choosing the most profitable option. The key concepts are rationality, analysis, orderliness, and maximization, and even a moment's thought demonstrates the gap between these concepts and real-life experience. From the viewpoint of organizational theory, the primary problem with the normative view of decision making, and by analogy with much behavioral decision research, is its reliance on the "gamble metaphor." That is, decisions are characterized as gambles in an effort to capture the inherent risk. This metaphor has the advantage of simplicity, but it is a flawed simplicity. This book is about a different kind of behavioral theory -- image theory. It is a psychological theory of decision making that abandons the gamble metaphor and the normative logic that the metaphor supports. Instead it sees decision making as guided by the beliefs and values that the decision maker, or a community of decision makers, holds to be relevant to the decision at hand. These beliefs and values dictate the goals of the decision. The point is to craft a course of action that will achieve these goals without interfering with the pursuit of other goals. The book begins with an overview of image theory that ou
