Date of Conferral
Researchers have found that military members serving in war experienced changes in physical and mental health. Military members' healthcare is managed by the Department of Defense. The problem was that management practices of the system for providing long-term healthcare for employees of a contracting company working in foreign combat zones is either minimal or nonexistent. The purpose of this case study was to explore ways that contractor managers and government managers can work together to provide healthcare for those contract employees who will be deployed with the U.S. military. The primary research question was to determine what managers of contractors could do to improve the management practices to support their personnel who will serve in hostile environments. To analyze data, content analysis was used. Two theories were used in the conceptual framework for this case study, Bandura's self-efficacy theory and Kolb's experiential learning theory. Ten American contractor managers and 10 government managers were interviewed regarding the information they provided to their contract employees. One major finding identified was that contractor managers and government managers had little understanding about the disparity of information, services, and assistance available to contractors before participating in this study. Additional findings were that all managers understood they play a key role in the modification, development, and mitigation of any healthcare management systems for contractors in the future. Regarding social change, the contractor managers and government managers can use the findings to improve how the U.S. government and contractor management teams provide short term as well as long-term healthcare management system for future contractor personnel who serve in combat zones thus benefiting both contractors and their families.