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The Impact of the Air Force's Organizational Structure on the Retention Rate of Air Force Officers.

紀錄類型:	書目-電子資源 : Monograph/item
正題名/作者:	The Impact of the Air Force's Organizational Structure on the Retention Rate of Air Force Officers./
作者:	McGuire, Chadwick.
出版者:	Ann Arbor : ProQuest Dissertations & Theses, : 2021,
面頁冊數:	202 p.
附註:	Source: Dissertations Abstracts International, Volume: 83-07, Section: A.
Contained By:	Dissertations Abstracts International83-07A.
標題:	Business administration. -
電子資源:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=28963923
ISBN:	9798762190503

The Impact of the Air Force's Organizational Structure on the Retention Rate of Air Force Officers.
McGuire, Chadwick.

The Impact of the Air Force's Organizational Structure on the Retention Rate of Air Force Officers. - Ann Arbor : ProQuest Dissertations & Theses, 2021 - 202 p.

Source: Dissertations Abstracts International, Volume: 83-07, Section: A.

Thesis (D.B.A.)--Trident University International, 2021.

This item must not be sold to any third party vendors.

The Air Force is a military organization that relies on the retention of its personnel to accomplish its various missions. The return on the resources invested in each member of the Air Force can be measured by the amount of time an individual remains employed by the organization. The annually reported retention rate is one way of illustrating the return on the investment regarding active-duty members. Specifically, the Air Force has experienced fluctuations in the retention rate of active-duty officers. The organizational structure of the Air Force spans the globe and presents many variations of environments, cultures, and missions. A dilemma exists because Air Force leaders have a difficult time pinpointing the root cause of the fluctuations in the retention rate. The primary purpose of this mixed method case study was to determine the impact the organizational structure of the Air Force had on the fluctuations in the retention rate of active-duty Air Force officers over the past five years. An investigation took place to assess the relationship between the retention of Air Force officers, job satisfaction theory, planned behavior, and organizational processes. Participants included individuals who were previously employed by the Air Force as active-duty officers. The participants ranged in rank from Captain (O3) to Colonel (O6) and had either separated or retired from the Air Force. Key results suggest that there are multiple variables associated with the organizational structure of the Air Force that had a direct or inverse relationship with the retention rate. Variables having a direct relationship with the retention rate consisted of career field cultures, working conditions, fair treatment, respect, appreciation, and accomplishments. Inversely related variables consisted of work-life balance and motivation. The researcher concluded that an increased ability of the organizational structure to achieve job satisfaction would likely result in officers exhibiting behaviors that would result in a favorable retention rate. Future research should explore the same scenario within other military branches, organize participants by generations, or study members who are currently serving to investigate their intent to be retained at yearly intervals.

ISBN: 9798762190503Subjects--Topical Terms:

3168311
Business administration.
Subjects--Index Terms:

Job Satisfaction

The Impact of the Air Force's Organizational Structure on the Retention Rate of Air Force Officers.
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