ORG602 Module 4 SLP Assignment

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Trident University International *

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602

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Management

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Apr 3, 2024

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1 SLP 4 Components of a Problem Statement ORG602 Organizational Studies II Lachelle E. Rock 26 February 2024 Trident at American InterContinental University Dr. Nicholas Bowersox

2 Components of a Problem Statement To write an accurate research report, there should be consistency between the title, problem statement, purpose, and research questions. The title usually contains the main idea guiding the researcher's thoughts. It captures the writer's intent and provides an overview of the paper's contents (Newman & Covrig, 2013). The problem then answers the question of why. The purpose answers what is supported by the research questions. The first component of a problem statement is the introduction to the problem. In this section, the author(s) provide a general idea about the subject matter under investigation within the study. The next component is the background of the problem. In this section, the researcher(s) provides the background and context of the topic, including the literature and topics used. The third section is the statement of the problem. This section should be clear and specific while identifying the problem to be addressed. Another critical component is the significance of the problem. In this section, the author(s) discusses why the issue is important and how it affects theory, practice, and policy. What follows is the study's purpose, describing the study's objectives. Lastly are the research questions and hypotheses, where the researcher presents questions or hypotheses to guide their research. Enhancing Talent Management Strategies in the Active Duty Air Force's Personnel Career Field: Addressing Challenges and Optimizing Organizational Effectiveness Introduction to the Problem Talent management in the Personnel Career Field (PCF) of the active-duty Air Force is critical as it facilitates operational readiness, increases organizational effectiveness, and heightens mission success. Although talent management is considered highly significant, some

3 problems with talent identification, development, and retention must be addressed within the PCF. (Walsh et al., 2020). Background of the Problem: Talent management has recently acquired growing importance due to workforce dynamics, technologies, and mission objectives. Research advises that talent management strategies like personnel retention strategies and overall performance are essential in determining organizational outcomes. As current programs indicate, there is still much work to be done in talent selection, mentoring, and retention strategies inside PCF (Fuhrer, 2020). Statement of the Problem: The problem statement is that no plan or structured approach brings about results within the Air Force's personnel career field regarding identifying, training, and retaining high potential. These approaches could be better when identifying, developing, and keeping these high-potential individuals. Significance of the Problem: In the current situation, decent operational readiness and the competitive advantage to win long-term organizational success cannot be achieved without effective military talent management. Surmounting this obstructive aspect is, therefore, essential for improving workforce capabilities and raising production levels. Purpose of Study: The article assesses the current talent management identity system (PCF) in the Active Duty Air Forces and locates its problems and voids. Next, it proposes solutions concerning how talent identification, development, and retention strategies could be incorporated. Research Questions:

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4 1. What are the existing talent management policies currently espoused by the Air Force in the active Air Force's personnel career field? 2. What are the main obstacles and gaps in the AF's active-duty personnel career management perspectives regarding personnel resource identification, development, and retention? 3. Which recommendations can be incorporated to strengthen talent management practices and solve these issues for the Air Force's PCF during active service? The Air Force can enhance its ability to attract, retain, and recruit potential employees by undertaking an audit, studying the gaps and problems, implementing the solutions recommended, and, in this manner, creating a culture of ongoing development (Miller, 2023). This approach helps address operational readiness and mission accomplishment and keeps the organization competitive and adaptable by incorporating emerging security challenges. It is imperative for the Air Force to ensure the success of America's interests and to continue to be a global player. To realize this, strategic human resource development methods need to be employed.

5 References Fuhrer, A. (2020). Retention and Talent Management: The Urgent Need to Modernize Force Retention . United States Marine Corps Command and Staff Collage. https://apps.dtic.mil/sti/trecms/pdf/AD1177276.pdf Miller, C. (2023). DEPARTMENT OF THE AIR FORCE PRESENTATION TO THE SUBCOMMITTEE ON MILITARY PERSONNEL COMMITTEE ON ARMED SERVICES UNITED STATES HOUSE OF REPRESENTATIVES SUBJECT: MILITARY DEPARTMENT PERSONNEL POSTURE HEARING STATEMENT OF: LIEUTENANT GENERAL CAROLINE M. MILLER DEPUTY CHIEF OF STAFF FOR MANPOWER, PERSONNEL AND SERVICES NOT FOR PUBLICATION UNTIL RELEASED BY THE COMMITTEE ON ARMED SERVICES UNITED STATES HOUSE OF REPRESENATIVES . https://docs.house.gov/meetings/AS/AS02/20230329/115603/HHRG-118-AS02-Wstate- GlynnJ-20230329.pdf Newman, I., & Covrig, D. (2013). Writer’s Forum — Building consistency between title, problem statement, purpose, & research questions to improve the quality of research plans and reports . Wiley Periodicals, Inc.,. Walsh, M., Schulker, D., Lim, N., Robbert, A., Conley, R., Crown, J., & Maerzluft, C. (2015). Department of the Air Force Officer Talent Management Reforms Implications for Career Field Health and Demographic Diversity . https://apps.dtic.mil/sti/trecms/pdf/AD1143495.pdf

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