Moderating Effects of Perceived Organizational Support on the Relationship Between Job Satisfaction and Turnover Intentions for Recently Retrained USA
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The United States Air Force uses a variety of human resources practices to manage nearly 350,000 personnel worldwide. Programs in place such as enlistment bonuses, base of preference selection, and voluntary retraining are some of the methods currently utilized. One program, the non-commissioned officer retraining program (NCORP), allows for the movement of mid- to senior-level enlisted members to critically manned career fields. In recent years, this program has not met its quota of volunteers and has relied on involuntary retrainees to fill training slots. This study assessed the attitudinal...
The United States Air Force uses a variety of human resources practices to manage nearly 350,000 personnel worldwide. Programs in place such as enlistment bonuses, base of preference selection, and voluntary retraining are some of the methods currently utilized. One program, the non-commissioned officer retraining program (NCORP), allows for the movement of mid- to senior-level enlisted members to critically manned career fields. In recent years, this program has not met its quota of volunteers and has relied on involuntary retrainees to fill training slots. This study assessed the attitudinal variables of job satisfaction, perceived organizational support, and intent to stay via web-based survey of involuntarily, voluntarily, and non-retrained NCOs (n = 1,093) across all enlisted Air Force Specialty Codes. Consistent with prediction, there were significant differences in levels of job satisfaction and intent to stay among the voluntarily and involuntarily retrained groups.
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