2003 IMTA Proceedings - International Military Testing Association

quality of life in the Air Force, and their organizational structure, which is characterized by
higher retention rates creating an “older” force. In contrast, the Marine Corps does not have the
same organizational need (OASD 2002). The Marine Corps is a smaller force that retains fewer
members, particularly among enlisted members—the majority of its force. Although percentages
did improve over the 4-year period, fewer Marine Corps members indicated that they were likely
to stay on active duty than members of the other Services.
Fewer junior enlisted members were satisfied than members in other paygrade groups.
Although percentages did improve from 1999 to 2003, fewer junior enlisted members responded
that they were likely to stay on active duty than other paygrade groups. Also, fewer junior
enlisted members indicated that their spouse/significant other favored staying on active duty than
other paygrade groups. Senior officers were the most satisfied with the military way of life. In
addition, senior officers were more likely to stay on active duty than members of other paygrade
groups, with the exception of warrant officers in 2002 and 2003. These results are not surprising
as junior enlisted members are newer to their respective Services, and therefore, may have lower
levels of organizational commitment. Senior officers, in contrast, have been in service longer
and have more invested in the military as a career.
Satisfaction and retention remain important factors in sustaining a military organization.
As the military organization in the United States does not accommodate lateral entry into mid-
and senior-level paygrades, it is essential to retain the appropriate number of personnel at each
paygrade to ensure manpower and readiness requirements are met. In the post-September 11th
period of heightened personnel tempo, the survey results from 1999 to March 2003 indicate that
satisfaction and retention are stable, if not improving. However, given the current military
involvement in Iraq, it will be essential to continuously monitor the fluctuations in satisfaction
and retention intentions of military personnel.
References
Aldridge, D., Sturdivant, T., Smith, C., Lago, J., & Maxfield, B. (1997). The military as a
career: 1992 DoD Surveys of Officers and Enlisted Personnel and Their Spouses (Report No.
1997-006). Arlington, VA: DMDC.
Doering, Z. D., Grissmer, D. W., Hawes, J. A., & Hutzler, W. P. (1981). 1978 DoD Survey of
Officers and Enlisted Personnel: User’s manual and codebook (Rand Note N-1604-MRAL).
Santa Monica, CA: Rand.
General Accounting Office. (1999). Military Personnel: Perspectives of surveyed Service
members in retention critical specialties (GAO Report No. NSIAD-99-197BR). Washington,
DC: United States General Accounting Office.
Mathieu, J. E. (1991). A cross-level nonrecursive model of the antecedents of organizational
commitment and satisfaction. Journal of Applied Psychology, 76, 607-618.
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45 th Annual Conference of the International Military Testing Association
Pensacola, Florida, 3-6 November 2003