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Retention

In: Psychology

Submitted By aayushwork
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Pages 22
Employee Retention

Executive Leadership

BY: Michael D. Jackson Assistant Fire Chief Department of the Air Force Mercury NV

An applied research paper submitted to the National Fire Academy as part of the Executive Fire Officer Program March 1999

2 ABSTRACT Over the last five years (1993-1998), twenty-one members of the Range Complex Fire Department (RCFD) have left for various reasons. The problem is that because of a reduced personnel budget the department has not been allowed to replace all of the members that have left. The ensuing reduction in staffing has resulted in a fire station closure and a reduction in customer service. Operationally this reduction has resulted in increased response times, reductions of vehicle staffing and increases in overtime. The purpose of this paper was to identify why personnel were leaving the department and to suggest ways to improve employee retention. Descriptive and evaluative research methods were utilized to answer the following research questions: 1. 2. 3. Why have members left the Range Complex Fire Department? In general, why do employees leave the fire organizations they work for? What does the upper management team of the RCFD believe are the reasons personnel are leaving the department? 4. What retention programs are used by other federal fire departments? To identify why employees were leaving the RCFD nine interviews were conducted with former employees that had left the department in the last five years. A literature review was conducted to locate information on why employees leave organizations. Seven interviews were conducted with the upper management team of the RCFD to find out why they believed personnel were leaving the department. To identify retention programs within other federal fire departments an interview was conducted with the Chief of Fire Protection for the Air Force Materials Command...

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