A study of the Force Structure Review of the United States Marine Corps Acquisition Organization to functionally align with the Marine Air Ground Task Force: The transformation of a competency aligned federal civilian workforce

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Date
2019-02-06
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Publisher
Virginia Tech
Abstract

Employee job satisfaction during a reorganization has been of interest to leaders that rely on personnel to execute the organization's mission. This is particularly important when the employees' mission is to provide needed equipment to U.S. Marines in the operating forces that, at any moment, can be called upon to engage in combat operations. Ensuring employee job satisfaction in itself is a difficult task. This difficulty is exacerbated when the employees are civilians working in a military-led organization. The topic of job satisfaction and organizational change is expounded upon in substantial research. However, there is limited research on job satisfaction of civilians working in a military organization during organizational change. The Marine Corps Systems Command conducted their Force Structure Review without the use of any recognized leadership theory. This study looked at the reorganization through the lens of Kotter's Leading Change Model, highlighting employees' perceptions of job satisfaction, individual effectiveness, and organizational effectiveness. This manuscript conveys findings of research conducted in the summer of 2018, which included 242 civilian employees and 6 senior military officers of the US Marine Corps Systems Command headquartered at Marine Corps Base Quantico, Virginia. Findings indicate there is a significant division of perceptions of civilian employees and senior military leadership in the design and execution of the Force Structure Review as it relates to civilian employees' job satisfaction.

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Keywords
Force Structure Review, Job Satisfaction, Leadership
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