Career Transitions: An Empirical Examination of Second Career of Military Retirees

• Author: Shmuel Grimland,Eran Vigoda-Gadot,Yehuda Baruch
• Published date: 01 December 2010
• Date: 01 December 2010
• DOI: 10.1177/009102601003900405
• Subject Matter: Article

Career Transitions: An
Empirical Examination of
Second Career of
Military Retirees
By Eran Vigoda-Gadot, PhD, Yehuda Baruch, D.Sc. and Shmuel Grimland, PhD
We examined the prospects of successful career transition from the defense forces
and into the dynamic and turbulent civilian career, focusing on possible
antecedents for success in the second career. Based on a sample of 202 high level
retirees from military and civilian defense organizations in Israel, our results
indicate that preparations for retirement, social capital, perception of
organizational politics in the new working place and work-family conflict are
related to the dependent variables and affect the retiree’s success in their second
career. In addition, organizational commitment was found to serve as a mediator in
these relationships. Implications for theory of career development and change, as
well as practical implications and recommendations for future studies, are
discussed.
Key words: Military, Retirement, Second Career Success, Career Transition
Introduction
One characteristic of modern careers is frequent job changes, either caused by
dynamic market economics or initiated by the individual.1 The single lifelong
employment relationship with one employer tends to be rarer, with people tending to
have multiple careers in different organizations and various areas. Within the
contemporary career system, scholars found that individuals changing their career
attitudes and behaviors, and many individuals taking charge of their own careers,
seeking to fulfill personal aspirations for learning, development and growth.2
In order to succeed in their second career, people utilize the experience gained
from their earlier career. Organizations that are committed to their employees tend to
support them, making the process of transition into a second career less painful. This
phenomenon is a new one, and the impact of organizational support mechanisms for
the second career is less known.3
Studies examining the success in second career for individuals that moved from
the stable traditional system to the turbulent contemporary career system are scarce,4
but nevertheless of high importance. Identifying the adjustment process involved with
passing through this transition can be used to test the validity and relevance of recent
theories relating to the new shape of careers.
Public Personnel Management Volume 39 No. 4 Winter 2010
379

---

The aim of this paper is to add to our knowledge about the military-society nexus5
and to examine possible antecedents to the perceived career success of people retiring
from the military career system, embarking on a second career.6 Early military
retirement and consequently second career is not merely an Israeli phenomenon. It is
relevant to the wider global labor market where military career tends to end earlier,
enabling a second career to the former career officers. Even more important, due to
global changes, armies tend to be decreased in size and early military retirement is
widely applied world wide. The study utilized a survey method, as recently proposed by
Groves et al.7
Careers, second career and organizational
commitment: background and theory
The study of careers has benefited from a number of theoretical perspectives. Some
sociologists view the career as an issue that is related to social functioning,8 whereas
psychologists tend to consider the career as a profession and a way of self-development
and enrichment.9 Much emphasis has been placed on the compatibility between the
personality of the worker and his/her profession, while seeing the benefit for both the
individual and the organization. Contemporary frameworks see career as a
multidisciplinary issue. It comprises aspects from psychology, sociology, anthropology,
economy and political science. Issues like status and rank; wealth, property and
earning capacity; social reputation, prestige and influence; knowledge and skills;
friendship and network connections; health and well-being; culture and career; labor
markets and economy conditions, all discussed in career research. In modern times,
career has evolved from a classical concept of employment or profession to have a
much wider meaning.
Many managers who enjoyed prosperous careers in large organizations look for
other companies to serve as executives,10 although the transition to a second career is
seldom easy. In one of the rare studies looking at former army military servicemen
moving to a second career, many opted to stay within the familiar hierarchical system;
for example, moving to governmental agencies.11 Others found a wider range of
choice, although a major proportion of former high-rank military retirees did prefer
the defense industry.12 However, the options are open, and with a professional
organizational support system, many can explore different trajectories. For example, a
study of retired NASA pilots found that, when encouraged, they settled in roles within
academic settings working on aerospace projects.13
Until recently, research of success in career was developed using concepts like
demographic affects , human capital, work-family spillover affects, motivational,
organizational, and industry influence.14 Our study broaden the empirical study of
Judge et al.15 and contributes an additional layer of understanding career success by
employing a conceptual framework that integrates advances in four fields of
organizational behavior: organizational support theory, social capital theory,
organizational politics theory, work-family interactions theory and in addition by using
the concept of person-role fit.16
380
Public Personnel Management Volume 39 No. 4 Winter 2010

---

Organizational support theory17 tackles the relationship between organizational
readiness to reward increased work efforts of employees and their beliefs that
organization values their contribution. Perceived organizational support is valued as
assurance that aid will be available when it is needed.18 Based on social exchanged
theory, resources received from others are valued if they are based on discretionary
choices rather than circumstances beyond the control of the provider. Such voluntary
aid is appreciated that the provider genuinely values and respects the recipient.19
Organizational rewards such as pay, promotions, job enrichment or influence over
organizational policies, contribute more to the perceived organizational support if the
employees believe that they result from organizational voluntary actions, as opposed to
external constrains.20 Following this, employees facing retirement and the employees
remaining in the organization will highly appreciate organization activities aimed to
support preparations towards retirement. We believe that employees will see it as
organization commitment for their well being and helping them when they face a
challenging situation as the forthcoming retirement.
Advances in social capital theory enable a better understanding of how
individuals’ social network can influence career success.21 The features of social
network pertained to career success are access to information, resources and
sponsorship.22 People with better knowledge about potential jobs, projects or with
better access to organizational resources (for example procurement, production,
customer support or support from influential persons in the organization) will increase
the probability of their career success.
The next perspective proposed here is the perception of organizational politics. A
better understanding of organizational politic influence on careers in organizations23
and work outcomes24 can add to our understanding of career success. For example,
people in second career, especially after long service, understand that following some
figures in organization can highly affect their career success.
The last perspective proposed here is the effect of work family interactions. The
importance of this follows the change in the demographic characteristic of western
workforce, with relatively high women participation in the workforce and high
percentage of dual earners.25 Following the recommendation of Martins et al.26 about
the need to incorporate work family conflicts in career success models, incorporating
family conflict variable into the study of careers will enrich the understanding second
careers. The second career may enable people who work extremely hard in the first,
highly demanding career (as is the case with a typical military career) to devote more to
their families during the second career. Indeed, some families may even expect certain
compensation for the sacrifices made during the military career.
The theory of person-role fit27 may shed further light on the phenomenon of
second career. Preparations of retirement and investment in social capital could be
interpreted as factors that affect person-role fit. The same can be applied to the
perception of organizational politics, where military retirees feel that playing politics
constantly for personal advancement will be in conflict to the fundamental values
instilled on them during their military career, like professionalism, performance,
collegiality and teamwork.
Public Personnel Management Volume 39 No. 4 Winter 2010
381

---

One major construct in the study of careers is organizational commitment (OC).
Commitment is an attitude that reflects feelings like attachment, identification or
loyalty to the object of commitment. OC is defined as a strong belief in the
organization, acceptance of its goals and values, willingness to invest an effort for the
benefit...