Strengths, weaknesses, opportunities and threats analysis of consolidated services at Naval Air Station Joint Reserve Base Fort Worth

Abstract : This thesis analyzes the consolidation of U.S. Navy, Air Force, and Texas Air National Guard (TANG) support services at Naval Air Station (NAS) Joint Reserve Base (JRB) Fort Worth, Texas. Consolidation literature was reviewed and extensive field interviews were conducted with ii military and civilian personnel involved in support service consolidation at NAS JRB Fort Worth. A strengths, weaknesses, opportunities, and threats (SWOT) assessment and interview results yielded the following conclusions: There is a lack of DOD direction concerning guidance and implementation of interservice support; consolidating support functions among the Services increases overall efficiency and improves performance; and cultural differences are evident among the Services, but the differences can be resolved. Recommendations include increasing the priority of developing and promulgating joint policies and standardizing DOD instructions for generic functions. Additionally, Service leaders should include more interservice operability into their strategic and training plans, and analyze existing and potential cost savings.

Defense Civil Support: DOD Has Made Progress Incorporating the Homeland Response Force into the Chemical, Biological, Radiological, and Nuclear Response Enterprise

Abstract : DOD is expected to play a prominent role supporting civil authorities in a CBRN incident. By 2012, DOD had established the HRF, comprising 10 geographically dispersed National Guard forces. Each of the 10 HRFs consists of 583 authorized Army National Guard and Air National Guard personnel who, as part of the HRF, are to respond within 6 to 12 hours of a request for assistance. The HRF, as part of DODs CBRN Response Enterprise, is intended to bridge the gap between the National Guards initial response to a CBRN incident and any need for additional capabilities that the DOD military services active-duty personnel can provide, if requested. The HRF is to provide command and control, search and extraction, medical triage, decontamination, fatality search and recovery, and assistance and support capabilities. House Report 114-102 included a provision that GAO review matters related to the HRF. This report (1) describes the current status of HRF capabilities and readiness and (2) assesses DODs progress incorporating the HRF into the CBRN Response Enterprise. GAO examined National Guard fiscal year 2013-15 evaluation reports and fiscal year 2012 through March 2016 readiness information; reviewed combatant command plans and DOD guidance; and surveyed all 10 HRF Commanders about HRF readiness.

Go Fast, Go Big, Go Early, and Go Smart: The Air National Guard in Complex Catastrophies

Abstract : Can the Air National Guard (ANG) go fast, go big, go early, and go smart in a complex catastrophe? In other words, can the ANG respond quickly and efficiently with adequate capacity in a timely manner to save and sustain lives in the face of a humanitarian disaster exponentially larger than Hurricane Katrina? Devastating earthquakes in Haiti, Chile, and Japan illustrated vividly and tragically the human, economic, and social impact of such a catastrophic disaster. Cognizant of the threat complex catastrophes pose to national resilience, the President issued Presidential Policy Directive (PPD-8) National Preparedness. As such, the Department of Homeland Security, FEMA, and supporting agencies were tasked to define national preparedness, build frameworks to support preparedness, and examine how the nation may respond collectively in a whole of community approach. Consequently, the Secretary of Defense solicited the Department of Defense (DOD) for recommendations to improve DOD support of civil authorities during a complex catastrophe while allowing for no additional force structure. The ANGs inherent dual-use role, civil support lineage, and geographical dispersion throughout the 54 states and territories suggest the ANG can play a role in combating the effects of a complex catastrophe. To that end, this work examines four questions. First, does the ANG possess unique and specialized capabilities, capable of spanning many missions, and are multi-purpose. Second, can the ANG arrive quickly and provide a safe and secure environment for local, state, and private sector partnerships to work effectively. Third, where should the ANG reside in an integrated DOD wide effort to bring forces to bear in a timely fashion should governors ask for support. Lastly, can the ANG leverage its capabilities across FEMA regions vice simply in and around local bases? The scope is limited to the ANG specifically vice the National Guard as a whole.

Is the Expeditionary Aerospace Force The Right Approach for the Air Force As We Enter the 21st Century

Abstract : The end of the Cold War brought significant repercussions to the U.S. military. Budget decreases, force structure reductions, and the change in national security strategy from containment to engagement all led to a significant increase in USAF deployments. Now, USAF personnel feel they deploy too often, with little notice, causing a decrease in readiness, reduced quality of life, and retention problems. Air Force leaders worked for several years building a plan to meet theater commander-in-chief requirements, reduce the tempo, and take advantage of the Air National Guard and Air Force Reserve contributions. To continue providing the theater commander-in-chief with a rapidly deployable, yet effective force to fulfill the new national security strategy, the Air Force Chief of Staff announced plans to develop the Air Force into an Expeditionary Aerospace Force (EAF). The EAF concept calls for organizing active duty, Air National Guard, and Air Force Reserve units into ten Air Expeditionary Forces (AEF) and two rapid response wings. The AEFs and rapid response wings will have a formal schedule to be available for contingency deployments. The Air Force Chief of Staff anticipates a byproduct of the formal scheduling and the addition of Guard and Reserve forces is reduced tempo across the Air Force and improvements in readiness, quality of life, and retention. After examining command and control, organizational structure, and personnel issues the reader will find the EAF will be responsive and efficient for contingency operations. The force can be tailored to the specific requirement and will be lean, to facilitate deployment. Integration of the Air National Guard and Air Force Reserve into the EAF will initially help spread the workload and reduce the tempo for active forces. However, implementation of the EAF plan will produce several problems.

Air National Guard Full-Time Support.

Abstract : Full-time support for the Air National Guard is federally funded and subject to federal law and rules for its administration. Retirement benefits are a positive motivator for a career force, but also require clear rules for members to believe they can reach retirement. The purpose of this report is to establish the need to revise Air National Guard (ANG) regulations controlling Active Guard Reserve (AGR) members and to provide a history of full-time support in the National Guard. ANGR 35-03 Military Personnel Management needs to be revised to conform to federal laws concerning reservists on active duty. Promotion, professional military education, and active mission support should be centrally managed to use military duty members.

Politics, Abusive Supervision and Perceived Organizational Support: The Influence of Work-Family Conflict and Procedural Justice

Underpinned by conservation of resources theory, this study examined why and how abusive supervision and perceptions of organizational politics is related to work-family conflict and perceived organizational support in a sample of employed parents in Hong Kong (N = 206). The results revealed that consistent with our predictions, work-family conflict mediated the relationship between the antecedents (abusive supervision and perceptions of organizational politics) and perceived organizational support while procedural justice moderated the relationship between work-family conflict and perceived organizational support.

Special Issue on Corporate Transformation in the People's Republic of China: Employment Relationships in China: Do Workers Relate to the Organization or to People?

This study investigates the contribution of organizational support and personal relations in accounting for Chinese workers' affective commitment to the organization for which they work and their organizational citizenship behavior. In a sample of 605 matched cases of employees and their immediate supervisors from a large, reformed state-owned firm, organizational support was found to relate to affective commitment more strongly than to organizational citizenship behavior. Personal relations, however, were found to relate similarly to affective commitment and organizational citizenship behavior. Moderator effects are evident with the less-traditional Chinese employees manifesting greater citizenship behavior than do more-traditional Chinese, in response to a high-quality relationship with their supervisor. More-traditional Chinese contribute citizenship behavior that is moderately high, regardless of the quality of their relationship with their supervisor. These findings suggest a need to revise certain assumptions regarding the nature of the employee-employer exchange relationship in China and in similar transitional societies.

SuperVision: An Introduction to the Surveillance Society

We live in a surveillance society. Anyone who uses a credit card, cell phone, or even search engines to navigate the Web is being monitored and assessed - and often in ways that are imperceptible to us. The first general introduction to the growing field of surveillance studies, "SuperVision" uses examples drawn from everyday technologies to show how surveillance is used, who is using it, and how it affects our world. Beginning with a look at the activities and technologies that connect most people to the surveillance matrix, from Facebook to identification cards to GPS devices in our cars, John Gilliom and Torin Monahan invite readers to critically explore surveillance as it relates to issues of law, power, freedom, and inequality. Even if you avoid using credit cards and stay off Facebook, they show, going to work or school inevitably embeds you in surveillance relationships. Finally, they discuss the more obvious forms of surveillance, including the security systems used at airports and on city streets, which both epitomize contemporary surveillance and make impossibly grand promises of safety and security. Gilliom and Monahan are among the foremost experts on surveillance and society, and, with "SuperVision", they offer an immensely accessible and engaging guide, giving readers the tools to understand and to question how deeply surveillance has been woven into the fabric of our everyday lives.

Beyond Direct and Symmetrical Effects: The Influence of Demographic Dissimilarity on Organizational Citizenship Behavior

It is argued that employees' attraction to and trust in their peers, and their organization-based self-esteem mediate tbe effect of demographic dissimilarity on organizational citizenship bebavior (OCB). Data from a field study support a model in whicb the relationsbip between demograpbic dissimilarity and OCB is contingent on demographic characteristics and work group composition and mediated to an extent by tbe proposed mediators. Tbe influence of race dissimilarity varied in strength for white and minority employees, but tbe influence of age dissimilarity varied in direction for older and younger employees.

The Relative Importance of Correlates of Organizational Citizenship Behavior and Counterproductive Work Behavior Using Multiple Sources of Data

Many correlates of organizational citizenship behavior (OCB) and counterproductive work behavior (CWB) have been established, but their relative importance has rarely been investigated. A dominance analyses based on data from 375 participants and 214 of their supervisors indicated that individual differences accounted for more of the variance associated with OCB and with CWB than did organizational attitudes. Confirmatory factor analysis and dominance analyses provided discriminant validity for a four-factor model based on the target of these behaviors that included interpersonal OCB, organizational OCB, interpersonal CWB, and organizational CWB. A comparison of supervisor- and self-report data indicated that relationships were stronger when using self-report data, but the overall pattern of results was similar.

Organizational Citizenship Behavior in Sport: Relationships with Leadership, Team Cohesion, and Athlete Satisfaction

The purpose of this study was to introduce the construct of organizational citizenship behavior (OCB; Organ, 1988) into the sport psychology literature and examine its utility in sport. Based upon OCB research in the organizational literature, the Multidimensional Model of Leadership (MML; Chelladurai, 1978), the conceptual framework of team cohesion (CFC; Carron & Hausenblas, 1998), and a model of athlete satisfaction (MAS; Chelladurai & Riemer, 1997) were selected as theoretically sound antecedents to be associated with OCB in sport. A total of 193 student-athletes from a large Division I university and a smaller Division III university representing a variety of sports participated in the study. Results of the study provide preliminary evidence for OCB as a unique and meaningful construct in sport and support many of the predictions hypothesized in the MML, CFC, and MAS. Results are discussed in the context of previous literature as well as theoretical, research, and practical implications.

The Measurement of Organizational Citizenship Behavior: Are We Assuming Too Much?

Organizational citizenship behavior (OCB) is assessed by measuring how frequently employees display extra-role and discretionary behaviors. One hundred forty-four managerial employees responded to an OCB scale and indicated the number of behaviors on the scale they believed to be formally evaluated. None of the behaviors were believed to be unevaluated by all employees. Data suggest that a typical OCB scale is not measuring citizenship behaviors for everybody, and that OCB measurement needs refinement. Best prediction of other organizational variables was obtained when both the OCB and an index of “unevaluated” behaviors were used as predictors. Supervisor fairness interacted with OCB when predicting organizational commitment, and this interaction was contingent on the extent OCBs were believed to be unevaluated.

Influence of Social and Work Exchange Relationships on Organizational Citizenship Behavior

Previous studies explain situational antecedents of OCB using social exchange theory. However, the effects of factors such as perceptions of job characteristics on OCB seem to require a different explanatory mechanism. We propose that these effects can be explained through a new exchange relationship that we call work exchange. We develop a theory for the situational antecedents of OCB that includes economic, work, and social exchange relationships. The theory is tested using structural equations.

The Mediating Role of Job Involvement in the Relationship Between Job Characteristics and Organizational Citizenship Behavior

Past researchers have found that motivating job characteristics can increase employee display of organizational citizenship behavior (OCB). In this study, the authors extended previous research by investigating the mediating process of job involvement in the relationship between job characteristics and OCB. The authors collected data from 323 employees and their supervisors from 7 companies in Taiwan. Results show that, through the mediating process of job involvement, the 3 job characteristics (i.e., task identity, task significance, and autonomy) positively influenced the display of an employee's OCB, whereas skill variety had a negative effect on OCB. The authors discuss implications of their findings, contributions, limitations, and future research directions.

Leadership style , organizational politics , and employees ’ performance An empirical examination of two competing models

Purpose – This study aims to examine perceptions of politics among public sector employees as a possible mediator between the supervisor’s leadership style and formal and informal aspects of employees’ performance (Organizational Citizenship Behavior – OCB). Design/methodology/approach – The Multifactor Leadership Questionnaire (MLQ) was distributed to employees of a public security organization in Israel (N 1⁄4 201), asking them to evaluate their supervisor’s style of leadership. Employees were also asked to report their perceptions of organizational politics using the scale developed by Kacmar and Ferris. In addition, supervisors provided objective evaluations of the levels of their employees’ in-role performance and OCB. The intra-structure of the leadership variable was examined by exploratory factor analysis (EFA) and confirmatory factor analysis (CFA) with structural equation modeling. Two alternative models were examined: first, a model of mediation and second, a direct model with no mediation. Findings – The research resulted in mixed findings that only partially support the mediating effect of organizational politics on the relationship between leadership, in-role performance and OCB. A direct relationship between leadership and performance (in-role and OCB) was also found. Research limitations/implications – The differences between the models do not allow clear answers as to the mediating or direct effect of organizational politics in the relationship between leadership and performance. The implications on causality are also limited. Practical implications – Managers should recognize the advantages and disadvantages of different leadership styles as these may affect organizational politics and eventually, formal performance and organizational citizenship behaviors. Originality/value – The findings of this paper contribute to the understanding of the relationships between leadership, performance, and politics in the workplace and in the public sector in particular.

Special Issue on Corporate Transformation in the People's Republic of China: Organizational Citizenship Behavior in the People's Republic of China

Western scholars have increasingly emphasized the importance of employee actions that are not specifically designated in their formal job duties, or organizational citizenship behavior (OCB). Most of these studies were conducted in the U.S. using US employee population as samples. Using an inductive approach, we examined forms of OCB in the People’s Republic of China, a socialist country with strong collectivism. From a diverse sample of 166 employees and managers in 75 state-owned, collective, joint venture, and private enterprises in the PRC, we collected 756 OCB items that were commonly observed at workplace. These items were then subjected to a rigorous content analysis to identify major forms of OCB. Results of our analysis revealed 11 dimensions of OCB with six dimensions not evident in the Western literature. Types of organizations influenced the reporting of various forms of OCB. Results suggested that Chinese formulation of OCB differs from its Western counterparts, and is embedded in its unique social and cultural context.

Psychological contract and organizational citizenship behavior in China: investigating generalizability and instrumentality.

This study examined the generalizability of psychological contract forms observed in the West (D. M. Rousseau, 2000) to China. Using 2 independent samples, results confirmed the generalizability of 3 psychological contract forms: transactional, relational, and balanced. This study also examined the nature of relationships of psychological contracts with organizational citizenship behavior (OCB). In particular, this study explored the role of instrumentality as a mediating psychological process. The authors found evidence that instrumentality mediates the relationship of relational and balanced forms with OCB; however, the transactional contract form is directly related to OCB. The authors discuss the implications of these results for the meaning of psychological contracts and OCB in China and raise issues for future research.

Organizational citizenship behaviours in relation to job status, job insecurity, organizational commitment and identification, job satisfaction and work values

This study investigated organizational citizenship behaviours (OCBs) in a sample of 154 school teachers from Victoria, Australia, of whom 101 were in permanent employment and 53 on fixed-term contracts. Participants completed measures of OCBs, job insecurity, organizational commitment, organizational identification, job satisfaction and work values relating to influence, variety and skill utilization. Results showed that the contract teachers reported more job insecurity and more OCBs compared to the permanent teachers. OCBs were positively related to perceived job insecurity and negatively related to opportunities to satisfy influence and skillutilization work values for the contract teachers, and positively related to organizational commitment, organizational identification and to opportunities to satisfy variety and skill-utilization work values for the permanent teachers. Results were discussed in relation to the different functions that OCBs were assumed to serve for both groups of teachers and the possibility of conceptualizing OCBs using a motivational analysis that takes account of expectations and goal structures.

An emotion-centered model of voluntary work behavior

Leadership and Procedural Justice Climate as Antecedents of Unit-Level Organizational Citizenship Behavior.

Despite an abundance of research conducted on organizational citizenship behavior (OCB) at the individual level of analysis, relatively little is known about unit-level OCB. To investigate the antecedents of unit-level OCB, data were collected from employees of 249 grocery store departments. Structural equation modeling techniques were used to test a model in which procedural justice climate was hypothesized to partially mediate the relationship between leadership behavior (servant-leadership) and unit-level OCB. Models were tested using both employee ratings and manager ratings of unit-level OCB. The results gave general support for the hypotheses, although there were some differences depending on the source of the OCB ratings (supervisor or subordinate), whether the type of department was controlled for, and whether a common method variance factor was included. Overall, the evidence generally supported the association of both servant-leadership and procedural justice climate with unit-level OCB. Building on the current study, a multilevel framework for the study of OCB is presented in conjunction with a discussion of future research directions in four specific areas.