Page 262 - Working-and-ageing-Guidance-and-counselling-for-mature-learning

3062_EN_C1_Layout 1 11/23/11 4:22 PM Page 256

Working and ageing
256 Guidance and counselling for mature learners

13.5.3. Incentives
Those who have applied for career switching can be grouped in different
categories:
(a) those who have planned for a civilian career and who already have
contacts with a prospective employer;
(b) those who feel there is no way forward in the military context;
(c) those tired of the armed forces.
So far, interest in applying for career switching was not based on a concern
for imminent discharge, closure of military units, etc. It is common practice to
wait and see, and not take any risks. If you are to be made redundant, the job
security agreement for government employees is seen by many as an equally
good or better alternative than career switching.
Let us reflect on the psychological driving forces and barriers related to
career switching. The interviews indicate an outspoken esprit de corps,
identification, even affection for the military context; a sentiment
encompassing the armed forces at large, but particularly focusing on oneʼs
own unit. It counteracts switching to other jobs outside the military. It is relevant
to discuss these conditions in terms of theories of ʻcommitmentʼ. In research
on work different degrees and types of commitment to work have been
identified and labelled, for example employment commitment, work
commitment and organisational commitment (Mowday et al., 1982). Relatively
high degrees of work commitment among military officers, namely strong
commitment to their own work, in their tasks, and to the occupation, could be
a hypothesis. Is there also corresponding loyalty to the organisation where
they work? Allen and Meyer (1996) defined the concept organisational
commitment as a psychological contract between the employee and the
employer or organisation. The degree of organisational commitment is likely
to affect the decision whether or not to leave in a situation such as the one in
this case study. Rich scientific literature applies operationalisations of the
commitment concept to enlighten factors affecting labour force turnover.
There is also ample research literature on the concept of trust between the
employee and the organisation. For instance, for Rousseau et al. (1998) there
are always expectations of employees on the balance between obligations of
the organisation and obligations of individual employees. When employees
feel obligations of the organisation respond negatively to their expectations, it
is likely that commitment, wellbeing and productivity are affected negatively.
A balanced relationship would further confidence, loyalty and trust. Trust in an
employment relationship is a result of the organisationʼs capacity to create a
framework that promotes such development.