Reintegration and support after deployment: what HR should know

Purpose – This study focused on the professional reintegration of crisis service personnel after deployment, comparing military and non-governmental organization (NGO) workers. While research has primarily focused on the individual and interpersonal challenges of reintegration, less is known about the professional dimension. Using Organizational Support Theory (OST), this study investigates the ways in which workplace relationships, HR procedures and perceived organizational justice affect the reintegration of both military and NGO personnel. By examining the relationship between perceived colleague support (PCS) and perceived organizational support (POS), it further expands on OST. Design/methodology/approach – A mixed-method approach was employed, combining questionnaires and interviews with 30 crisis service employees (military and NGO) after returning from deployment. To investigate organizational support sources in the context of the professional reintegration process, a thematic analysis was carried out. Findings – While levels of PCS varied substantially, all participants reported low POS. This was attributed to perceived gaps in organizational justice and inadequate HR practices. Supervisor support did not make up for the overall poor POS, even though it had a trickle-down effect. Military and NGO personnel share common expectations toward HR but require tailored reintegration strategies due to professional differences. Originality/value – This study extends OST by examining the relationship between POS and PCS, emphasizing dual reintegration experiences and incorporating NGO personnel into reintegration studies. Findings offer practical insights for leaders, HR professionals and policymakers to enhance reintegration support.