Serving with female combatants: comparing turnover intentions, commitment, and organisational prestige between males working in mixed-gender and non-mixed-gender teams

The HRD (Human Resource Development) literature has become increasingly interested in mapping organisational outcomes among mixed-gender teams and examining the longitudinal effects of working in a mixed-gender environment. This study examines a longitudinal model of organisation prestige as a mediator in the associations between the type of team (mixed-gender vs. non-mixed-gender) and two organisational outcomes: turnover intentions and affective organisational commitment. A longitudinal design was used to examine the long-term effects of turnover intentions, organisational commitment, and prestige among mixed-gender and non-mixed-gender teams. The sample consisted of male army employees (N = 280) serving in similar roles in mixed-gender teams (N = 130) and non-mixed-gender teams (N = 150). The study was performed at three different points during the training period. A linear mixed-effects model was utilised to examine the long-term effects of turnover intentions, organisational commitment, and team prestige. Additionally, structural equation modelling was performed to test the longitudinal mediation model. Results show long-term differences in turnover intentions, commitment, and prestige between men working in mixed-gender and non-mixed-gender teams. Furthermore, the hypothesised model was supported, with prestige mediating the relationship between team type and organisational commitment. The findings suggest prestige can be applied to HRD practices while advancing our understanding of how mixed-gender teams impact significant organisational outcomes.