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A strategic talent management retention model: an effective way to shape the United States Space Force

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A STRATEGIC TALENT MANAGEMENT RETENTION MODEL: AN
EFFECTIVE WAY TO SHAPE THE UNITED STATES SPACE FORCE

by

Myles S. McCadney

A Dissertation Presented to the
FACULTY OF THE USC SOL PRICE SCHOOL OF PUBLIC POLICY
UNIVERSITY OF SOUTHERN CALIFORNIA
In Partial Fulfillment of
the Requirements for
the Degree
DOCTOR OF POLICY, PLANNING, AND DEVELOPMENT

August 2021

Copyright 2021 Myles S. McCadney

ii

Acknowledgments

First and foremost, thank you to God Almighty for helping me navigate this journey during
multiple paradigm shifts and providing a guiding light during times of uncertainty.
I would like to express my heartiest appreciation to Dr. Errol Southers (Dissertation
Committee Chair), Dr. Detlof von Winterfeldt, and the Honorable Judge Tomson Ong for their
mentorship, professionalism, and expertise within their respective domains. Their continued
support, dating back to my graduate studies, has served to be extremely influential in my desires
to achieve academic goals I once thought to be impossible.
Equally importantly, I would like to thank my mother, Berlinda Blackburn, sisters and
brother, and family and friends for their continued support and grace during my doctoral studies.
Your encouragement and energy kept me grounded through this learning process.
Additionally, I would like to sincerely acknowledge members of C 2/11 FAR, TPD 9C20,
ODAs 1316 and 0223, and PSY DET 7B50 for allowing me to focus on my academic studies while
deployed to theaters of war during some of the most arduous times in recent history. Your
camaraderie, selflessness, positivity, and belief in me served as an inspiration to achieve an
important triumph.
Lastly, I want to humbly express gratitude for the support from Ms. Aine Nakai and Ms.
Laura Akeley. Their assistance with navigating the human capital nuances of the United States Air
Force and the United States Space Force was essential to this study; their dedication to streamlining
available resources for this study will truly shape the United States Space Force for the better by
assisting in the creation a coherent talent management retention model that will serve instrumental
to shaping future civilian acquisition communities through a sequential 12 action-items.

iii

Table of Contents
Acknowledgments ........................................................................................................................... ii
List of Figures ................................................................................................................................ vi
Abstract ........................................................................................................................................ viii
Chapter 1: Introduction ................................................................................................................... 1
Department of Defense Acquisitions History ............................................................................. 3
Need for the Study: Strategic Talent Management Retention Model ......................................... 4
Air Force Retention Trends Indicating Need for a Talent Management Retention Model ........ 7
Air Force Contracting Trends by Grade ..................................................................................... 7
Air Force Contracting Gains and Losses Trends ........................................................................ 9
The United States Air Force Retention Survey Trends ............................................................ 11
Ongoing Challenges Facing the Air Force Indicating Need for a Talent Management Retention
Frameworks ............................................................................................................................... 13
Purpose of the Study: Talent Management Retention Model ................................................... 16
Strategic Talent Management Planning at SMC ....................................................................... 17
Summary ................................................................................................................................... 18

Chapter 2: Review of the Literature .............................................................................................. 19
Federal Employee Viewpoint Survey Data/Document Review ................................................ 20
United States Air Force/United States Space Force Acquisition Reform ................................. 21
Assumption, Methodology, and Worldview ............................................................................. 23
Employee Engagement and Workplace Satisfaction Strategies ............................................... 25
OPM Public Sector Best Practices ............................................................................................ 25
OPM Human Capital Business Process .................................................................................... 27
Private Sector Best Practices .................................................................................................... 29
Physical Environment ............................................................................................................... 30
Technological Environment ...................................................................................................... 30
Cultural Environment ................................................................................................................ 31
Talent Management Retention Framework .............................................................................. 32

iv

Culley Strategic Plan Model ..................................................................................................... 33
Vision/Mission/Values ............................................................................................................ 34
Goals ......................................................................................................................................... 34
Strategies ................................................................................................................................... 35
Tactics ....................................................................................................................................... 35
Implementation ......................................................................................................................... 35
Summary ................................................................................................................................... 38

Chapter 3: Methodology, Data Analysis, and Outcomes .............................................................. 40
Introduction and Philosophical Assumptions ........................................................................... 40
Research Design, Participants, Procedures, and Instrumentation ............................................. 42
Talent Management Retention Model: 12 Sequenced Action-Items ........................................ 42
Action-Item 1: Creation of a Talent Management Directorate ................................................. 43
Action-Item 2: Assignment of a Director of Talent Management and Staff ............................ 43
Action-Item 3: Talent Management Retention Model Environmental Assessment ................. 44
Action-Item 4: Creation of Mission and Vision Statements, and Establishment of Core Values
................................................................................................................................................... 46
Action-Item 5: Gains and Losses Summary and Projection Model .......................................... 48
Action-Item 6: Data Collection ................................................................................................. 50
Action-Item 7: Identification of Emerging Themes .................................................................. 50
Action-Item 8: Talent Management Retention Model Synchronization Planning ................... 53
Action-Item 9: Talent Management Retention Model Goal Development .............................. 53
Action-Item 10: Talent Management Retention Model Strategies ........................................... 54
Action-Item 11: Talent Management Retainment Model Tactics ............................................ 55
Action-Item 12: Talent Management Retention Model Evaluation and Management ............. 56
Conclusion: Talent Management Retention Model: Sequential 12 Action-Items .................... 57

Chapter 4: Implementation and Results ........................................................................................ 59
Implementation at the Los Angeles Air Force Base Space and Missile Systems Center ......... 59
Research Design, Participants, Procedures, and Instrumentation ............................................. 59
SMC Talent Management Retention Model: 12 Sequenced Action-Items .............................. 61
Action-Item 1: Creation of the SMC Talent Management Directorate .................................... 61

v

Action-Item 2: Assignment of the SMC Director of Talent Management and Staff ................ 62
Action-Item 3: SMC Talent Management Retention Model Environmental Assessment ........ 63
Action-Item 4: Creation of SMC Mission and Vision Statements, and Establishment of Core
Values ....................................................................................................................................... 64
Action-Item 5: Gains and Losses Summary and Projection Model .......................................... 65
Action-Item 6: SMC Data Collection ....................................................................................... 70
Action-Item 7: SMC Identification of Emerging Themes ........................................................ 72
Action-Item 8: SMC Talent Management Retention Model Synchronization Planning .......... 74
Action-Item 9: SMC Talent Management Retention Model Goal Development ..................... 74
Action-Item 10: Talent Management Retention Model Strategies ........................................... 76
Action-Item 11: Talent Management Retainment Model Tactics ............................................ 77
Action-Item 12: SMC Talent Management Retention Model Evaluation and Management ... 78
Conclusion: SMC Talent Management Retention Model: 12 Sequenced Action-Items .......... 78

Chapter 5: Conclusions ................................................................................................................. 80
Discussion ................................................................................................................................. 80
Limitations of the Study ............................................................................................................ 82
Future Research ........................................................................................................................ 83
The United States Space Force Implementation ....................................................................... 84

Appendices .................................................................................................................................... 85
Appendix A ............................................................................................................................... 86
Appendix B ............................................................................................................................... 88
Appendix C ............................................................................................................................... 90
Appendix D 2020 Federal Employee Viewpoint Survey, Workplace Satisfaction Centric
Questions ................................................................................................................................... 92
Appendix E Qualitative Data Survey and Results ................................................................... 95
Appendix F Professional Discussion Data Extrapolation Matrices .......................................... 99
Appendix G University of Southern California’s Institutional Review Board Approval ...... 103

Bibliography ............................................................................................................................... 114

vi

List of Figures
Figure 1. The United States Air Force Contracting Personnel by Grade ........................................ 8
Figure 2. The United States Air Force Contracting Known Losses by Type ................................. 9
Figure 3. The United States Air Force Contracting Gains from Another Agency ....................... 10
Figure 4. The United States Air Force Contracting Losses to Agency ......................................... 11
Figure 5. The United States Air Force Contracting Losses by Grade .......................................... 11
Figure 6. The United States Air Force Contracting Retention Survey Figure .............................. 12
Figure 7. The United States Air Force Contracting Education Comparison ................................ 16
Figure 8. The United States Air Force Contracting Senior Positions Comparison ...................... 16
Figure 9. OPM Human Capital Business Process ......................................................................... 27
Figure 10. Culley Strategic Plan Model ..................................................................................... 33
Figure 11. Talent Management Directorate Creation ................................................................... 43
Figure 12. Sample Talent Management Organizational Hierarchy .............................................. 44
Figure 13. Strengths, Weaknesses, Opportunities, or Threats Analysis ....................................... 45
Figure 14. Mission and Vision Statements, and Core Values Flow Model .................................. 47
Figure 15. Mission and Vision Statements, and Core Values Cohesion Model ........................... 48
Figure 16. Sample Projection Model ............................................................................................ 49
Figure 17. Sample Professional Discussion Forum Data Extrapolation Matrix ........................... 52
Figure 18. Sample Goal Development Model .............................................................................. 54
Figure 19. Sample Strategy Development Model ......................................................................... 55
Figure 20. Sample Tactics Development Model ........................................................................... 56
Figure 21. Talent Management Retention Model ......................................................................... 58
Figure 22. SMC Talent Management Directorate Creation .......................................................... 62

vii

Figure 23. SMC Talent Management Organizational Hierarchy .................................................. 63
Figure 24. SMC Strategic Environment Report Nesting Model ................................................... 64
Figure 25. SMC Mission and Vision Statements, and Core Values Cohesion Model .................. 65
Figure 26. SMC Current Civilian Gains and Losses Projection Model ........................................ 66
Figure 27. SMC 1% Decrease in Losses Projection Model .......................................................... 68
Figure 28. SMC 2.5% Decrease in Losses Projection Model ....................................................... 69
Figure 29. SMC Professional Discussion Forum Data Extrapolation Matrix .............................. 73
Figure 30. SMC Goal Development Model .................................................................................. 75
Figure 31. SMC Goal Development Hierarchy Model ................................................................. 76
Figure 32. SMC Talent Management Strategies Hierarchy Model .............................................. 77
Figure 33. SMC Talent Management Tactics Hierarchy Model ................................................... 78

viii

Abstract

The purpose of this study is to develop a process that evaluates current workplace
satisfaction trends at the Los Angeles Air Force Base Space and Missile Systems Center to
facilitate retention reform, but also create a talent management retention model and template for
other organizations within the United States Air Force and the United States Space Force to use
when formulating their respective workplace satisfaction goals, strategies, and tactics.
Foundational to this study was data collection and feedback from internal and external
stakeholders, employee feedback, existing policies, and senior-level guidance to create a feasible,
practical, and replicable model.
The methodology for developing a strategic talent management retention model focuses on
improving retention through a pragmatic worldview and ontological assumptions at the Los
Angeles Air Force Base Space and Missile Systems Center and, ultimately, the other United States
Air Force and the United States Space Force acquisition communities. The methodology was
predicated on a mixed-methods research course of action via non-identifiable surveys and in
professional discussions that stimulated an environment to identify emerging themes,
collaboration, and synergetic decision-making involving key leaders and employees.
This research sought to identify priority areas of concern for employees that affect
workplace satisfaction by employing ontological assumptions through a sequential process to
alleviate issues that contribute to the degradation of overall organizational health. The creation of
this talent management retention model was the nexus of literature, data collection, and practice
as determined from data and feedback from internal and external stakeholders, employee feedback,
and senior-level guidance.

ix

The creation of the talent management retention model was constructed under the theory
that a concerted yet flexible sequential 12 action-item model would serve best to rectify negative
retention trends while also serving as a templated framework for other acquisition talent
management directorates to use when identifying their respective retention friction points.

1

Chapter 1: Introduction

The United States Space Force (USSF) is the newest branch in the United States
Department of Defense (DoD). Established on December 20
th
, 2019, under the auspices of the
Fiscal Year 2020 National Defense Authorization Act, the USSF was repurposed and reorganized
largely from the existing structures within the United States Air Force’s Space Command; it is
projected to be completely stood up within 18 months of inception and will retain Air Force and
other service components until the branch is structurally sound (USSF PAO, 2020a) The newly
formed USSF is led by the Undersecretary of Space Operations, Chief of Space Operations, and
Senior Enlisted Advisor of the United States Space Force. All of them are appointed and confirmed
by the legislative and executive branches of the United States government, respectively (USSF
PAO, 2020b). These senior-level officials deliver mission orders to subordinate leaders to actualize
the established USSF mission. Although the establishment of the USSF is needed to promulgate
the DoD’s capacities and capabilities to retain supremacy in the space warfighter domain, the
challenges of employee retention that plagued the United States Air Force will plague the United
States Space Force without significant strategic planning to reform current organizational
practices.
Steven Trochlil, an analyst with the RAND Corporation, accurately described the
challenges the DoD faces concerning recruitment and retention of qualified personnel into federal
service, with an emphasis on the United States Air Force in his 2017 published article Projecting
the Structure of the Air Force Civilian Workforce in Light of Concerns about a Possible Retirement
Wave. If recruitment and retention current trends continue; the degradation of human capital will
continue to erode the capabilities of the DoD through the lack of qualified individuals needed to
perform essential work as observed through Trochlil in 2017:

2

A 2001 RAND study on the pay, promotion, and retention of DoD civilians found that
those with professional degrees had poorer retention than those without. This could be a
serious problem if it continues as the federal workforce trends towards an older and more
educated workforce. Additionally, there remains concern that the federal government is not
doing enough to attract and hire young civil servants. The federal government’s hiring
process is often referred to as an example of something that needs to be reformed to entice
young workers (Trochlil, 2017 p. 19).
The Los Angeles Air Force Base Space and Missile Systems Center (SMC) is an
organization within the USSF that is charged with delivering “resilient, affordable and sustainable
space capabilities” while also holding the responsibility “for on-orbit check-out, testing,
sustainment and maintenance of military satellite constellations and other Department of Defense
space systems” (SMC PAO, 2020, para. 1). Located in El Segundo, the SMC mission set is directly
influenced by the capabilities of neighboring aerospace, military-industrial complex corporations
such as Northrop Grumman, Raytheon, and Boeing. The private and public partnership needed to
secure aerospace supremacy for the United States produces competition within to hire, recruit, and
retain qualified individuals as each entity within this partnership as acquisition coded-positions
that have a counterpart who mirrors the other; the experience gained in one sector has a high rate
of transferability in the other. Additionally, as guidelines and standards regarding acquisition-
coded positions have federal overwatch, SMC must also compete with other federal agencies
regarding acquisition professionals. The Los Angeles Air Force Base Space and Missile Systems
Center is just one example of a United States Air Force or the United States Space Force entity
that should continuously refine its workplace satisfaction strategies and tactics through analysis to
implement initiatives to retain qualified acquisition-coded employees and enhance workplace

3

satisfaction. Accordingly, the purpose of this study was to create a process that actualizes not only
the talent management retention goals for SMC but also to create a framework for acquisition-
coded positions for the United States Air Force or the United States Space Force by assessing
workplace satisfaction. The foundation for this study was created with data and feedback from
internal and external stakeholders, employee feedback, and senior-level guidance.
Department of Defense Acquisitions History

Acquisitions have long been a staple of the military-industrial complex. To stay at the
forefront of military superiority Post-World War II, the United States Department of Defense,
through trial and tribulation, realized that the nexus between the private and public sectors must
be actualized to advance the flow of logistics and technological requirements. Since the 1950s, Air
Force acquisitions have been the primary US Department of Defense (DoD) component charged
with research and development, acquisition, production, and deployment of aerial-borne weapon
systems. There have been many changes in acquisitions since its foundation. One notable change
occurred in the 1970s when Melvin Laird, then United States Secretary of Defense, created the
"fly-before-buy" program to create functional prototypes to assist cost estimates (Smith, 1970).
Also noteworthy was the 1986 DoD Reorganization Act, also known as the Goldwater-Nichols
Act, which created the Vice Chairman of the Joint Chiefs of Staff and the Under Secretary of
Defense position Acquisition, Technology, and Logistics (Johnson, 2017). Both serve as military
and civilian conduits, respectively, from the acquisition community to the operational component
commands.
Currently, the Office of the Assistant Secretary of the Air Force for Acquisition,
Technology and Logistics mission is to "cost-effectively modernize to deliver capability to the
warfighter when needed” while its corresponding vision is to "deliver enduring world-class

4

capabilities to assure air, space and cyberspace dominance for the nation and our allies" (Air Force
PAO, 2019, p. #). This office reports to the Under Secretary of Defense for Acquisition,
Technology, and Logistics. The United States Air Force subject matter expert and an executive
office on acquisitions, contracting, and their mission scope. Consisting of 3% of the National
Defense Budget, Air Force Acquisition comprises the research, development, acquisition, and
program sustainment of the current 465 programs to defeat peer and near-peer threats and react to
irregular and unconventional warfare while simultaneously preparing for contingencies. Former
Secretary of the Air Force Heather Wilson, as well as her military counterpart, former Air Force
Chief of Staff Gen. David L. Goldfein, prioritized their goals for the Fiscal Year 2019 and amongst
their chief tasks is to change the processes that confine Air Force acquisitions and buy products in
a faster, more-entrepreneurial way (Pope, 2019).
Need for the Study: Strategic Talent Management Retention Model

The United States Air Force and the United States Space Force employee retention
concerns are not a linear problem; they are visible in the results of surveys, verbalized through
employee feedback, and shown in attrition. The SMC created the United States Air Force’s and
subsequently the United States Space Force’s first talent management directorate. Talent
management's emergence within Air Force acquisitions corresponds with the need to recruit, hire,
and retain qualified individuals who understand nuanced contracting procedures to procure
systems, weapons, and services. As trends show that individuals leave the Air Force to pursue
interagency contracting positions more than those onboard each year from interagency partners,
the goal of talent management has an expanded focus on retaining personnel through employee
engagement strategies. For example, in Fiscal Year 2018, Air Force Contracting gained 105
individuals from other government agencies. However, within that same fiscal year, the Air Force

5

lost 267 individuals to contracting positions with the U.S. Federal Government, most notably the
Department of Defense, Department of Army, and Department of Navy (SAF/AQC and CCMFT,
2018). Individuals can seamlessly transfer from one organization to another due to government
contracting positions requiring federal certifications. Certifications can come from either the
Federal Acquisition Certification – Contracting (FAC-C) program or Defense Acquisition
Workforce Improvement Act (DAWIA).
Efficient organizations, such as the National Aeronautics and Space Administration
Agency, understand that investing in human capital is a core tenant of success and sustainability.
The National Aeronautics and Space Administration Agency is currently ranked #1 in workplace
satisfaction by Partnership for Public Service, increasing the workplace satisfaction rating of 81.5.
In contrast, the United States Air Force is ranked #15 out of 17 with a decreasing workplace
satisfaction rating of 59.4 (Partnership for Public Service, 2019). With organizational missions set
that overlap and sometimes mirror each other, the National Aeronautics and Space Administration
Agency is an example of an organization regarding workplace satisfaction ratings that both the
United States Air Force and the United States Space force should strive to achieve.
The United States Space Force must heed the trends it will inherit from the United States
Air Force as most of its workforce will derive from that component or face the same retention
issues that affect mission success. Creating a talent management retention model for acquisition-
coded positions at SMC will serve as a framework for the United States Air Force or the United
States Space Force talent management directorates as they emerge due to needing or due to
directive.
Before enacting reform concerning the United States, Air Force's acquisition pace and
business culture can adequately be implemented; we must analyze workforce management policies

6

and procedures and their effect. As with any organization, human capital is an essential pillar for
improvement (Kettl, 2012); retaining an organization's best performers or recruiting incoming
personnel who have an equivalency of knowledge, skills, and abilities to perform a job or task is a
priority goal. Currently, the United States Air Force and the United States Space Force are
experiencing a retention and workforce crisis, most notably Contracting Specialists in the General
Step (GS) Grade 12 and Business Management and Technical Management Professional (NH)
Grade 3. Individuals who fall within these categories are typically Senior Contract Specialists
certified as Level II Contracting professionals by Federal Acquisition Certification – Contracting
(FAC-C) or Defense Acquisition Workforce Improvement Act (DAWIA) standards.
Creating a talent management directorate at SMC exemplifies the need to create and refine
workplace satisfaction goals in a model that can be continuously analyzed and evaluated.
Acquisitions coded personnel are placed into Integrated Product Teams (IPTs). Integrated Product
Teams are defined as a “team composed of representatives from appropriate functional disciplines
working together to build successful programs, identify and resolve issues, and make sound and
timely recommendations to facilitate decision making” (Hogan, 2009, p. B-90). The IPTs member
generally consists of “program management, contracting, budgeting and finance, IT, Enterprise
Architecture, oversight, user communities” personnel (Ipsaro, 2014, para. 11). Contracting
personnel in the United States Air Force and the United States Space Force were selected as the
sample population for this study as contracting personnel can be appointed and warranted as a
Contracting Officer on behalf of the United States Government. As defined by 41 USC § 61, an
appointed Contracting Officer is
any person who, by appointment per applicable regulations, has the authority to enter into
and administer contracts and make determinations and findings with respect thereto. The

7

term also includes the authorized representative of the contracting officer, acting within the
limits of his authority. (Contract Disputes, 2009, para. 3).
Essentially, every acquisition process must have a contracting officer to fund an acquisition
project. As contracting officers undergo a rigorous warrant certification process after gaining years
of experience to obligate funds on behalf of the United States Air Force and United States Force,
these individuals' retention and workplace satisfaction and those eligible to become contracting
officers are paramount.
Air Force Retention Trends Indicating Need for a Talent Management Retention Model

Retention trends of an organization are primarily connected to the total population of the
workforce and subsequently analyzed by grade, position, salary, education, and other factors. The
Air Force Acquisition community consists of many occupational specialties, including Program
Managers, Finance Managers, and Engineers; however, this research focuses solely on the 1102 –
Contracting Series within the workforce. The charts in the following sections reflect data taken
from the Air Force Survey Tool in Fiscal Year 2018 to determine the overall organizational health
of the contracting community (Guinto & Stoker, 2018).
Air Force Contracting Trends by Grade

In Fiscal Year 2018, there were 6,121 individuals within the 1102 – Contracting Series
occupation within the United States Air Force. This number is cumulative from initial entry to
appointed senior executive service members (Figure 1). Analysis of this chart displays an
organizational structure with few members at or below the grade of GS-07/NH-01, and similar
numbers reflect those grades of seniority such as GS-14/NH-04 and above.

8

Figure 1. The United States Air Force Contracting Personnel by Grade

Sixty-one percent of individuals in the Air Force contracting community hold positions in
the GS-12/13/NH-03 grade or level. Comprising over half of the Air Force contracting community
population, reducing the external vulnerabilities by structuring a retaining mechanism to retain
these individuals should be a high priority (Guinto & Stoker, 2018). These positions reflect those
experienced enough to hold FAC-C/DAWIA/APDP Level II certifications and have gained enough
experience to work semi-autonomously as a Contract Specialist. Additionally, this population is
comprised of individuals who have or can display the aptitude to promote into the next grade to be
eligible to become a Contracting Officer on behalf of the United States Air Force or the United
States Space Force. The most noticeable difference between the two grades or levels is that a
Contracting Specialist may work on contracts or other acquisition procedures in the same manner
as a Contracting Officer. However, they do not have the authority to commit funds on behalf of
the United States Air Force or the United States Space Force. A Contract Specialist can only
support a contracting action under the guidance of a Contacting Officer.
GS 5 - 11/NH-
02
29%
GS 12 - 13/NH-
03
61%
GS 14 - 15/NH-
04
10%
SES
0%
PERSONNEL BY GRADE

9

Air Force Contracting Gains and Losses Trends

In Fiscal Year 2018, 10.4% of the Air Force's contracting field departed the Air Force
Acquisition community (Figure 2). The reasoning for such departure is categorized into the
following five categories: induced loss, separation, retirement/death, transfer, and others. The
largest category is transfer to another agency to perform a similar duty; performing the same
occupation for another organization may be related to workplace satisfaction. This data will be the
focal point of my research. Induced or induction loss occurs when a new hire decides to leave an
organization shortly after joining an organization, generally with six months (Antonacopoulou &
Güttel, 2010).
Figure 2. The United States Air Force Contracting Known Losses by Type

In Fiscal Year 2018, the Air Force gained 105 incoming personnel from other agencies
(Figure 3). Collected data clarifies that the GS-12/13/NH-03 display the highest influx rate into
the Air Force. Conversely, Air Force sustained 267 losses during Fiscal Year 18 (Figure 4), and
the GS-12/13/NH-03 grades reflect the most departures from the Air Force to other agencies
(Figure 5). The amount of losses coupled with this specific grade portrays a crisis in retention that
26
33
23
39
32
100
86
80
77
109
152
204
168
176
197
154
239
350
231
267
6
4
8
6
10
2014 2015 2016 2017 2018
CONTRACTING KNOWN LOSSES
Induced Loss Seperation Retirement/Death Transfer Other

10

may have strategic-level implications. Failure to retain such individuals degrades the speed at
which the United States Air Force or the United States Space Force seeks to acquire and procure
systems, services, and commodities (Kettl, 2012).
Figure 3. The United States Air Force Contracting Gains from Another Agency

26
33
23
39
32
DOD ARMY NAVY NATIONAL
GUARD
OTHER
GAINS FROM AGENCY

11

Figure 4. The United States Air Force Contracting Losses to Agency

Figure 5. The United States Air Force Contracting Losses by Grade

The United States Air Force Retention Survey Trends

The United States Air Force Survey Office conducted a workforce background survey to
obtain data directly from the civilian workforce in five focus areas: demographics, retention, force
development, training, and communication. The number of respondents measured 2093 and
consisted of all grades within the workforce. With a 95% confidence level (+/- 1.72), this is among
65
58
42
25
12
10
9
11
6
5
24
DOD
ARMY
NAVY
VA
INTERIOR
NASA
GSA
DHS
ENERGY
TRANSPORTATION
OTHER
LOSSES TO AGENCY
0
20
40
60
80
100
120
DO02 GS07 GS09 GS11 GS12 GS13 GS14 GS15 NH02 NH03 NH04
LOSSES BY GRADE

12

the most accurate tools to remedy nuanced issues within the United States Air Force civilian
contracting community. Concerning retention, 63% of respondents replied that they would like to
remain in the United States Air Force civilian contracting community. In comparison, 30%
remained undecided, and 7% intended to leave the United States Air Force contracting civilian
community (Figure 6). Although 7% of the respondent population is not large, it is not truly
accurate as 10.4% of the respondent population left the United States Air Force contracting civilian
community. This 3.4% gap could increase if workplace satisfaction conditions remain the same.
Respondents were given the ability to pick multiple categories of value on what they perceive to
key influencers concerning why they would desire to leave the United States Air Force contracting
community. Regardless of their intention, they are to remain or if they are undecided concerning
retention. The most common areas of concern were: desiring a change, salary/promotion
opportunities, and telework opportunities. Analysis of these concerns provides pathways to
mitigate the most common underlying factors affecting retention efforts.
Figure 6. The United States Air Force Contracting Retention Survey Figure

Leave
30%
Remain
63%
Undecided
7%
RETENTION SURVEY

13

Ongoing Challenges Facing the Air Force Indicating Need for a Talent Management
Retention Frameworks

The common areas of concern identified in the document review section of the literature
review and data collected from surveys and focus groups will be the foundation of the strategic
plan. Initial research yielded desiring a change, salary/promotion opportunities, and opportunity
for telework as core retention topics that can be further extrapolated to discover emerging
overarching and sub-themes that can be dissected in a myriad of ways; I found that coupling those
as mentioned earlier in an interdisciplinary manner while investing human capital, organizational
design, performance management, and conducting implementation analysis is most conducive for
transparency. This analysis yields the required clarity to the current and future effects of retention
concerning all civilian contracting professionals at SMC and serves as a framework for the United
States Air Force and the United States Space Force concerning all acquisition-coded positions. All
concerns may not be applicable for all demographics within the framework; however, they may
show related trends.
Desiring a change can stem from many areas, but according to the United States Air Force
Survey Office, more often than not, it is the result of perceived and actual favoritism. Perceived
and actual favoritism can enormously hinder any organization. Favoritism can be defined as giving
someone priority or granting privilege to someone, favoring someone unjustly and without
complying with law and rules, backing someone up; getting away from objectivity and taking side
by comparing a certain person, group, opinion or implementation with others when it is required
to select one among them. (Toytok & Uçar, 2018, p. 68).
Perceived favoritism is the perception that favoritism is occurring without any
substantiating evidence. Favoritism does occur in the workplace. A study that surveyed over 300
senior-level business executives discovered that 56% admittedly show favoritism within the

14

workplace, and 94% of that population will promote those who receive favoritism over their peers
(Reinsch & Gardner, 2013).
Many individuals affected by perceived and actual favoritism lose the motivation to
perform at high levels as they are under the impression that their diligence and work ethic will go
unnoticed due to the actions of others (Tsui-Grundmann, 2016). Additionally, many federal
employees have concerns about nepotism and informal networks that can stymie the careers of
some while promoting the careers of others (Tsui-Grundmann, 2016). Civilian contracting
professionals in the United States Air Force or the United States Space Force are civil servants
who can transfer their benefits, retirement, and salary to another federal agency; this gives these
civil servants the ability to leave an organization they deem to be unsuitable and seek opportunities
elsewhere with low risk (CPSC PAO, 2016). Perceived and actual favoritism can be mitigated by
investing in human capital and performance management. Investing and enhancing human capital
was a priority of former Chief of Staff of the Air Force, David Goldfein. Delivering initial and
follow-up training on recognizing biases, shaping perceptions, leveraging power and authority,
and improving communication will serve as pillars to improve organizations with individuals who
desire a change (Goldfein, 2019). Like the United States, Air Force acquisition is a results-based
culture; managing performance can jointly retain individuals while simultaneously improving an
organization (Kamensky, 2012; Kettl, 2012).
Salary and promotion are two topics that are generally intimately conjoined in civil service
and any organization. Grade or step promotions in civil service will lead to a salary increase.
However, factors such as perceived and actual favoritism can stymie such opportunities.
Additionally, salary and promotion are related to the organizational design of the contracting
community (Guinto & Stoker, 2018). Currently, the hierarchy structure is very confined, limiting

15

upward mobility (Guinto & Stoker, 2018). In this type of hierarchical structure, competition for
promotion becomes curtailed by seniority and the limited slots available needed for
advancement. A hierarchy structure that provides upward mobility is an effort that can be
implemented internally; this can promote healthy competition within the workforce while also
remedy a condition that affects retention efforts.
The implementation of accurate position descriptions is tethered to salary and promotion.
Grade disparity among other federal agencies is a primary driving force for individuals leaving the
United States Air Force to seek employment elsewhere in the federal government to perform a
similar duty. Other agencies have higher grades for individuals who work within the same scope,
making an agency transfer more attractive (Guinto & Stoker, 2018). Due to the scope and
complexity of the mission, a GS-12/13/NH-03 in the United States Air Force can routinely perform
acquisition tasks that are more burdensome and strenuous than their counterparts, who are in
positions of higher grades. As of September 2016, the United States Air Force has more individuals
who possess a master's degree yet have a smaller total senior leadership position. The United States
Army and Navy, respectively, have fewer individuals who possess master's degrees and more
senior contracting positions within their allocations (Figure 7, Figure 8). Education coupled with
the availability of senior positions equates, on average, to a higher salary. The United States Air
Force Classification Guide has not been updated since 1983; this guide directly influences
organizational structure and position description. The United States Army, a competitor regarding
contracting professionals, has updated its contracting community position descriptions as late as
June 2018 (US Army FASCLASS, 2021). Suppose the United States Air Force or the United States
Space Force would like to increase their retention efforts. In that case, implementation analysis

16

should be conducted to determine what resources, mediums of communications, feasible timelines,
and cost constraints would occur to revamp this current system (Weaver, 2010).
Figure 7. The United States Air Force Contracting Education Comparison

Figure 8. The United States Air Force Contracting Senior Positions Comparison

Purpose of the Study: Talent Management Retention Model

The purpose of this study is to develop a process that evaluates the current workplace
satisfaction trends at SMC to facilitate retention reform, but also to create a talent management
Army Navy Air Force
Master Degree 39% 62% 59%
No Master Degree 61% 38% 41%
0%
10%
20%
30%
40%
50%
60%
70%
Percentage
Education in Contracting Comparison
Army Navy Air Force
GS 14/15 or Higher 15% 10% 8%
GS 13 or Lower Position 85% 90% 92%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Percentaage
Senior Positions in Contracting
Comparison

17

framework for other organizations within the United States Air Force and the United States Space
Force to use when formulating their respective employee retainment and workplace satisfaction
strategies. The foundation for this study is created with data and feedback from internal and
external stakeholders, employee feedback, and senior-level guidance.
Strategic Talent Management Planning at SMC

Talent management's emergence within SMC 2.0 corresponds with the need to recruit, hire,
and retain qualified individuals who understand nuanced acquisition procedures to procure
systems, weapons, and services. The SMC 2.0 is the official title of the organizational realignment
of the Space and Missiles Systems Center. The SMC 2.0 implemented a strategic plan to "shift its
contracting and decision-making approaches to bring innovative solutions into SMC under a
multilayered approach" (Underwood, 2019, para 3). Creating a talent management directorate was
needed to fully actualize SMC 2.0's mission, vision, and goals; however, SMC’s talent
management directorate must strategically plan fluidly and not rely on ad-hoc processes to improve
workplace satisfaction.
Workplace satisfaction is measured through data collected through federal surveys,
agency-level surveys, organizational-level surveys, and professional discussions. Understanding
the ever-changing factors that affect employee retention is important to understand organizational
health. Incorporating the surveyed needs of employees and how they react to proposed strategies
to improve workplace satisfaction will be evident in retention metrics. A talent management
retention model provides the necessary establishment of a nonexistent system to actualize retention
goals to support SMC and the United States Air Force, and the United States Space Force.

18

Summary
Using a pragmatic worldview, foundational to this research was collection and review of
data deriving from surveys and professional discussion to rectify retention issues through a talent
management retention model at SMC while also serving as an emerging talent management
framework for other the United States Air Force and the United States Space Force acquisition
communities. By employing ontological assumptions, this research seeks to identify priority areas
of concern for employees through a sequential process to alleviate issues that contribute to the
degradation of overall organizational health while codifying sequential steps for other acquisition
communities to replicate or revise. The creation of this talent management retention model will be
the nexus of literature and practice as determined from data and feedback from internal and
external stakeholders, employee feedback, and senior-level guidance.

19

Chapter 2: Review of the Literature

This chapter delivers a holistic overview of workplace satisfaction literature and how it
supports the research question by providing a review of employee experience, strategic planning,
and acquisition reform literature in the context of its contribution to the research question being
studied: How would a strategic talent management retention model for the Los Angeles Air Force
Base Space and Missile Systems Center that incorporates workplace satisfaction strategies be
designed while also serving as an emerging talent management framework for other the United
States Air Force and the United States Space Force acquisition communities?
The first portion of this literature contains a document/data review of the Federal Employee
Viewpoint Survey results extrapolated from Partnership for Public Service’s methodology. The
second portion briefly describes the factors that influence the need for the United States Air Force
and the United States Space Force acquisition reform and their respective importance. The third
portion provides an overview of employee engagement and workplace satisfaction strategies from
private and public sectors that would support progressive, positive retention trends with the United
States Air Force and the United States Space Force. The fourth portion details creating an
interdisciplinary talent management retention model taken from aspects of an existing model to
actualize retention goals to support SMC. The fifth portion analyzes implementation best practices
for the private and public section, challenges, and recommendations. This chapter ends with a
summary that describes how the aforementioned portions will be used pragmatically to create a
talent management retention framework for the United States Air Force and the United States
Space Force acquisition communities.

20

Federal Employee Viewpoint Survey Data/Document Review

Data were collected using the aggregated results of the Office of Personnel Management
(OPM) Federal Employee Viewpoint Survey to analyze workplace satisfaction through
determining an individual’s intent to stay or leave the United States Air Force contracting
community. Surveying over 480 federal organizations and receiving responses from 12 agencies
who conducted similar surveys regarding workplace satisfaction, the study compiled answers from
over 750,000 total federal employees. The size of all participating agencies was taken into account
to ensure an adequate comparative analysis, and each agency was classified as either large,
medium, or small based on the agency's total population (Partnership for Public Service, 2019).
Using methodology derived from the formula created for CFI Group's American Customer
Satisfaction Index, positive and negative responses to three workplace satisfaction questions from
the Federal Employee Viewpoint Survey created a ranking that resulted in the Best Places to Work
Federal Government. Furthermore, given the wide breadth of questions asked on the Federal
Employee Viewpoint Survey, Partnership for Public Service created the following 16 categories
further interpret results: Effective Leadership, Effective Leadership: Empowerment, Effective
Leadership: Fairness, Effective Leadership: Senior Leaders, Effective Leadership: Supervisors,
Employee Skills–Mission Match, Pay, Strategic Management, Teamwork, Innovation, Training
and Development, Work-Life Balance, Support for Diversity, Performance-Based Rewards and
Advancement (Partnership for Public Service, 2019). These categories provide insight to help
prioritize efforts to create a strategic plan concerning recruiting and retention, organizational
design, and training pathway efforts in talent management.
Partnership for Public Service’s extrapolation of the Office of Personnel Management
(OPM) Federal Employee Viewpoint Survey’s three questions concerning workplace satisfaction

21

ranked the United States Air Force 15th out of 17 large agencies. These 17 agencies have an
employee population of over 15,000, respectively (Partnership for Public Service, 2019). The
United States Army and the United Navy, two agencies who routinely are employers of individuals
who leave the United States Air Force civilian contracting community field, were ranked 11th and
7th, respectively (Partnership for Public Service, 2019). The United States Air Force overall index
score has dropped by 0.3% since the 2019 results were recorded. Since members of the United
States Air Force civilian contracting community are dispersed throughout the Air Force, the whole
Air Force as an organization was used to represent contracting. Each of the 16 workplace
categories was further analyzed from the Office of Personnel Management (OPM) Federal
Employee Viewpoint Survey (FEVS) and ranked against the other large agencies.
As the workplace scores are independent of each other, analysis and discernment
concerning which categories should be sustained versus those that should be improved become
possible. Delineation is imperative to determine which practices should be implemented to attract
or retain individuals and improve workplace satisfaction. The categories that ranked lowest were
the following: Strategic Management, Effective Leadership: Supervisors, Employee Skills-
Mission Match, Pay, Support for Diversity. Although the category results are fluid and change
each year due to the perspective of the survey participants, there is evidence connecting the results
of the Air Force Survey Tool and the results of the Federal Employee Viewpoint Survey (FEVS)
an accurate representation of current workplace trends.
United States Air Force/United States Space Force Acquisition Reform

Understanding workplace satisfaction issues concerning the United States Air Force and
the United States Space Force acquisition-coded positions are rooted in the overarching themes
common to all personnel in these military organizations. Themes regarding personnel issues at the

22

strategic or branch level will eventually reach subordinate organizations through hierarchal
command and control channels. Retention, employee development, interests and attitudes, culture
or climate, and motivation factor into workplace satisfaction and employee engagement (Sims et
al., 2014). Determining workplace satisfaction starts with analyzing workplace perceptions and
attitudes at the recruiting and selecting the right personnel for employment. Selection may require
aligning experience and education with the wants of the individual and the organization's needs
more accurately than filling an acquisition-coded position because of a vacancy (Sims et al., 2014).
In 2008, the Defense Acquisition Workforce Development Fund (DAWDF) was
established under the 2008 National Defense Authorization (Ausink et al., 2016). The purpose of
the DAWDF aimed at paying “for initiatives in three major categories: recruit and hire new
acquisition personnel, train and develop members of the existing workforce, and retain and
recognize highly skilled personnel” (Ausink et al., 2016, p. ix). Each branch of the military both
contributes and receives from the DAWDF (Ausink et al., 2016). Since 2014, the United States
Air Force has used allocated money from this fund in macro and micro-levels to improve recruiting
strategies by using platforms such as LinkedIn, Twitter, and other relevant social media presences
to increase awareness about opportunities within the Air Force; however, these efforts have been
primarily aimed towards recruitment and not workplace satisfaction (Ausink et al., 2016).
Ethically, the DAWDF funds should also be used to support management, credibility, camaraderie,
and overall workplace satisfaction, culture, and other identifiable factors that emerge from surveys
and interviews with employees (Ausink et al., 2016).
Analysis of the current Air Force DAWDF methodology portrays spending funds on
initiatives to improve recruitment, employee engagement, and workplace satisfaction from a top-
down approach. Although effective, these initiatives do not consider each Air Force installation's

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nuances due to its unique mission, culture, and location. It is evident an organization determined
which worldview and assumption will be used as the foundation of the research and which type of
methodology is most relevant to answer the research question on how to improve retention to
determine the best way in which to create a talent management retention model for the United
States Air Force and Space Force organizations to incorporate workplace satisfaction strategies.
Assumption, Methodology, and Worldview

Determining methods and resources to employ to improve employee engagement and
workplace satisfaction must consider factors from all echelons of the organizational hierarchy. The
ontological assumption can be defined as “embracing the idea of multiple realities and report on
these multiple realities by exploring multiple forms of evidence from different individuals’
perspectives and experiences” (Creswell, 2012, p. 16). The nature of reality at the Los Angeles Air
Force Base Space and Missiles System Center, the Air Force/Space Force, or any organization is
that perception and workplace satisfaction will reflect multiple realities. These realities are rooted
in position descriptions, length of tenure, the tier of leadership, and salary (Morgan & Goldsmith,
2017). When directives are delivered from a top-down approach, they must holistically consider
all employees, emphasizing the largest populations of employees. Initiatives tailored towards
retaining senior-level decision-makers may not resonate with entry-level to mid-managerial
employees as their responsibilities in the organization are different, which directly affects their
purview. An ontological assumption will encapsulate the realities of all echelons concerning
employee engagement and job satisfaction (Creswell, 2012). A convergence of data and metrics
will then deliver the ability to consider and forecast resources effectively and efficiently to improve
workplace engagement for many categories.

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A pragmatic framework best supports an ontological assumption to improve workplace
satisfaction at the Los Angeles Air Force Base Space and Missiles System Center while also
serving as the foundation of creating a talent management framework for acquisition communities
in the United States Air Force and Space Force. A pragmatic worldview or pragmatism occurs
when researchers use multiple methods that they deem most reasonable and efficient to best
address and solve a problem (Creswell, 2012). To determine the most effective ways to improve
positive and negative trends in workplace satisfaction, organizations have to determine the needs
of the target population to discover “what works” or what needs to be improved (Creswell &
Cresswell, 2018). This determination will only be accurate and positively affect workplace
satisfaction when multiple methods are used or a mixed-methodology approach. The Partnership
for Public Service analysis ranked Strategic Management, Effective Leadership: Supervisors,
Employee Skills-Mission Match, Pay, Support for Diversity as areas of concern for the United
States Air Force regarding workplace satisfaction. With such a myriad of concerns, using only one
methodology, as conducted during the analysis of the DAWDF, may overlook key issues that could
be rectified to influence positive trends (Creswell, 2012).
Given that a top-down quantitative approach was conducted during an analysis of how Air
Force DAWDF and its funding is spent, a mixed-methodology would ensure a more accurate
depiction of how employee engagement and job satisfaction should be conducted to influence
positive organizational satisfaction trends. Mixed-methods research is defined as “combining and
integrating qualitative and quantitative research and data in a study” (Creswell, 2018). A mixed-
methods approach gives the target audience, or employees, the ability to provide concerted
recommendations on areas that senior leadership should consider when improving employee
engagement and job satisfaction. Although senior leadership may disseminate effective directives

25

through communication channels to improve employee engagement and workplace satisfaction,
macro-level decisions may not resonate well with subordinate organizations. A mixed-methods
methodology using a bottom-up approach provides acute metrics from employees deriving from
group discussions and surveys that identify nuances at individual organizations that will more
accurately guide leadership to employ resources, such as the DAWDF, to support localized
retention goals.
Employee Engagement and Workplace Satisfaction Strategies

To determine which workplace satisfaction strategies will influence positive retention
trends is a multitiered task. First, an organization must analyze and assess the framework to enact
employee engagement and workplace satisfaction strategies. Organizations in the federal
government, emphasizing the military, are not as flexible as the private sector when it comes to
opportunities to improve workplace satisfaction and retention. Each organization must take an
intimate look at their respective structures to determine what initiatives are feasible and correspond
with higher leadership's mission, vision, and goals. Subsequently, each organization should review
best practices in both the public and private sectors as they are competitors regarding talent and
human capital.
OPM Public Sector Best Practices

The Office of Personnel Management (OPM) is the United States federal government’s
lead agency on human management. The OPM was charged with creating a Human Capital
Framework to incorporate insights from strategic human capital management, organizational
development, and complexity science to provide senior leaders, supervisors, HR practitioners, and
employees with practical guidance and insights on how to align with their agency's mission, goals,
and program objectives — even amid constant change. (OPM HCF, 2020b, para. 1)

26

The OPM’s Human Capital Framework comprises four pillars: Strategic planning and
alignment, talent management, performance culture, and evaluation. Workplace satisfaction
strategies by definition for acquisition resonate most with the following two pillars: talent
management and performance culture. Talent management is defined by OPM as “a system that
promotes a high-performing workforce, identifies and closes skills gaps, and implements and
maintains programs to attract, acquire, develop, promote, and retain quality and diverse talent”
(OPM Talent Management, 2020, para. 2). Performance culture is defined as “a system that
engages, develops, and inspires a diverse, high-performing workforce by creating, implementing,
and maintaining effective performance management strategies, practices, and activities that
support mission objectives” (OPM Performance Culture, 2020, para. 3). These two pillars’
importance regarding implementation should be considered dependent and interdependent of each
other. If talent management processes and procedures are inadequate, it will most likely result, in
a casual manner, a diminished performance culture. A performance culture that does not meet the
organization's objectives will most likely contribute to an increased need for talent management
professionals to recruit, hire, and train new individuals to improve the existing performance culture
(Cappelli & Tavis, 2018).
As the Los Angeles Air Force Base Space and Missile System Center is a federal
installation governed by federal regulations and statutes, it is necessary to include best practices
recommendations from the Office of Personnel Management's Human Capital Management and
Framework initiatives. Meeting the overarching intent of OPM's Human Capital mechanism is
paramount as the United States Air Force and the United States Space Force only rely on the
current Air Force Human Capital Annex and Air Force Civilian Human Capital Framework. The
Air Force Human Capital Annex is a directive that solely provides “to provide initial direction for

27

the Air Force to develop and sustain Airmen to provide a force able to achieve that vision and
higher-level guidance” (US Air Force Operations Branch, 2015, p. A-2). Although this annex
provides excellent guidance on recruiting strategies, it does not elaborate on workplace satisfaction
strategies. The Air Force Civilian Human Capital Framework details what workplace satisfaction
should look like, but it does not guide how to achieve it. Without a concrete framework to follow,
OPM's frameworks and processes are a viable option to be used by public entities.
OPM Human Capital Business Process

The Los Angeles Air Force Base Space and Missile Systems Center benefit by analyzing
OPM’s templated Human Capital Business Process. The intent of the process is “to provide a
systematic way to develop, track, report, and improve specific goals, objectives, and action items
as they relate to the agency HR initiatives”; OPM firmly states that “it is process more than policy
that influences emergent behaviors” (OPM HCF, 2020a, para. 3). The Human Capital Business
Process is broken down into the following 5 phases (Figure 9): Plan, implement, evaluate, inform,
improve.
Figure 9. OPM Human Capital Business Process

The first phase of the OPM Human Capital Business Process is to plan. Planning should
consist of having clear goals, initiatives, and objectives that are nested within the organization's

28

mission and vision statement. In addition, planning must consider collected data to serve as a
baseline for any recommendations or change implementations. When determining and prioritizing
which workplace satisfaction should be revised, discarded, or implemented, analysis or assessment
should be conducted.
Implementation is the second phase of the process. After data is collected and analyzed,
organizations must identify and prioritize overarching themes in workplace satisfaction. After
extrapolating sub-category themes, organizations will implement changes based on a multitude of
factors to include: leadership directives, resources, funding, and needs (Sirkin et al., 2015). A
flexible implementation timeline created in the planning stage can assist in both defining and
executing goals (Harvard Business Review Staff, 2016).
The third phase of the OPM Human Capital Business Process is to evaluate the changes
that have been newly implemented. Evaluation should not be a static event; data should be
collected over time to account for external factors and unforeseen obstacles (Gruman and Saks,
2011). With each evaluation, the organization and its subcomponents should identify friction
points and create metrics to determine how much reduction of each respective friction point is
feasible during a specified period. Additionally, these newly creating metrics from the reoccurring
evaluation should prove or disprove desired, measurable outcomes from the planning phase. The
outcomes should include a minimum for a public sector organization's public value, resource
allocation, and efficiency (Talbot, 2007).
The fourth phase in the process is to inform. Organizations should codify the information
and report it to higher leadership and senior decision-makers (McCord and Ram, 2019). Reporting
new realized performance will confirm or deny if improvements in workplace satisfaction.
Furthermore, it assists in distinguishing if workforce and cultural changes are meeting their

29

intended goals or not. Employees should also be kept abreast of changes and be provided with
relevant information on why such changes are occurring. As employees are key change agents in
workplace satisfaction metrics, keeping them informed is paramount (Galbraith, 2018).
The last or fifth phase is to improve. After data is collected and all parties are informed,
improvements will likely be made. Organizations should analyze the second and third-order effects
of any improvements to be made and how they might affect positively or negatively any other
mechanisms within their organization as performance improvement and employee engagement
does not derive from a single, institutional domain. Organizations should consider starting at the
planning phase of the OPM Human Capital Business Process to determine which improvements
should be implemented to seek further improvements.
Private Sector Best Practices

Acquisitions-coded professionals in the United States Air Force and the United States
Space Force work intimately with approved government contractors to meet strategic, operational,
and tactical goals as ordered by senior-level commanders. However, this unique working
relationship also produces direct competition for talent. As acquisition professionals are required
to obtain federal-level certifications to continue to work in their positions, the experience and
education obtained through federal service are valuable to contractors in the military-industrial
complex. Partnership for Public Service has stated that the federal government, on average, is 15%
behind the private sector concerning positive ratings regarding workplace job satisfaction
(McCarthy et al., 2020). To improve workplace satisfaction at the Los Angeles Air Force Base
Space and Missiles System Center, adopting best practices from the private sector improves
retention is imperative. To compete with the private sector and other public agencies, an analysis
of the three following environments must occur physical, technological, and cultural environments

30

(Morgan & Goldsmith, 2017). These three environments are important to explore because they
encompass the holistic workplace experience.
Physical Environment

The physical environment is where employees work; physical environments resonate
positively and negatively with employees and comprise up to 30% of the overall employee
experience (Morgan & Goldsmith, 2017). As civilian contracting professionals generally work in
integrated product teams (IPTs), the physical workspace environment should reflect an area
conducive to collaboration and communication, as permitted (Corey & Elliott, 2018; McCarthy et
al., 2020). An organization's values should also resonate within its physical environment. Are
employees aware of the values of their organization? Are they posted in common areas to reinforce
an organization's vision? Are the values reflective of how the physical environment is designed
(Morgan & Goldsmith, 2017)? The aforementioned are samples of questions that should be asked
internally when discussing the current states or physical environment changes. Organizations
should consider the physical environment's psychological effects on workplace satisfaction and
innovation (Kegel, 2017).
Technological Environment

The role of the technological environment is becoming increasingly more important. As
the physical environment is shifting from stationary locations to more flexible options because of
the COVID pandemic, it remains to be seen how the long-term effects of this pandemic will affect
the physical workplace. Many companies, with the tech-based industry leading the way, are
preparing to work remotely as semi-permanent and permanent options to satisfy the emotional,
physical, and mental health needs of their employees; the United States Air Force and the United
States Space Force should do the same (Kelly, 2020). As the private sector appears to shift towards

31

remote working options, the Los Angeles Air Force Base Space and Missile Systems Center must
not only assess leadership and employee comfortability with working remotely but also the
available technology to ensure fluidity in operations (Morgan & Goldsmith, 2017). Organizations
should consider the acronym A.C.E. concerning technology (Morgan & Goldsmith, 2017). The A
stands for “Accessible to everyone”. The technology platforms that organizations use for remote
work must be accommodatable for all employees as they would be in a physical environment to
avoid discrimination of any type (Shapiro, 2020). The C stands for “Consumer-grade technology”.
To ensure efficiency with internal and external partners, organizations should use software and
hardware similar to what an employee would use during their time to stimulate a “seamless digital
experience” (Mazur, 2019, para. 2). Finally, the E stands for "Employee needs versus the business
environment". Civilian contracting professionals, especially those who correspond with a security
clearance, do not have complete flexibility as their non-cleared counterparts. Organizations should
consider what activities can be done remotely and what must occur in a cleared facility to give
those who work in sensitive operations the flexibility they may need during times of uncertainty
or permanently, if sustainable, moving forward (Weinbaum et al., 2018).
Cultural Environment

The cultural environment is widely considered the most important of the three
environments that influence employee behavior (Morgan & Goldsmith, 2017). The cultural
environment is compromised at a minimum of the following factors: communication, purpose,
mission, values, trust, recognition, pay and benefits, and management (Corey & Elliott, 2018;
Kruse, 2016). Each of these factors needs to be addressed, analyzed, and evaluated independently
and interdependently as they can influence each other. The shaping of the cultural environment
starts with leadership. Leaders must rely on emotional intelligence supported by the following five

32

components: Self-awareness, self-regulation, motivation, empathy, and social skill (Harvard
Business Review, 2015). Leaders that embody these components will have the wherewithal to
identify friction points in the cultural environments when formal evaluations are impractical.
Front-line leaders in most professions are true agents of change (Cels et al., 2012). A coherent
vision of culture can be actualized by all organization members (Stout, 2011). This ideology also
extends from employees without formal authority to senior-level decision-makers (Kendrick,
2012). The civilian contracting career field is unique due to hierarchal structures. Uniformed
military members and government contractors often work above, below, and parallel within the
organizational hierarchy with their contracting career community team members. Establishing a
suitable cultural environment for each member, regardless of employment source, represents this
ideology.
Talent Management Retention Framework
To incorporate the Federal Employee Viewpoint Survey Data/Document Review
recommendations, mitigate acquisition reform issues in the United States Air Force/Space Force,
and employ public and private sector workplace satisfaction strategies, a holistic workplace
framework model must be created to encapsulate the literature above and recommendations. To
create an applicable talent management retention model for the Los Angeles Air Force Base Space
and Missiles System Center, taking aspects from an existing model is required to actualize
retention goals to support SMC.

33

Culley Strategic Plan Model
The talent management retention model regarding workplace satisfaction that SMC will
follow is based on the Strategic Plan Model created by Dr. Rick Culley in his Comprehensive
Strategic Planning Course Workbook and the OPM Human Capital Business Process (Culley,
2014). Dr. Culley’s model was selected because it has been used in the public sector strategic
planning to support the Los Angeles Fire Department (Drake, 2018). As both organizations are
public entities, using a proven model will alleviate concerns of planning uncertainty while also
providing the flexibility needed to incorporate other components, such as the OPM Human Capital
Business Plan.
Dr. Rick Culley Strategic Plan Model consists of the following six steps: Vision, mission,
values, goals, strategies, and tactics. (Figure 10) (Culley, 2014). These steps are sequential and
systematic; each subsequent step builds off the previously established step.
Figure 10. Culley Strategic Plan Model

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Vision/Mission/Values
The first steps of the strategic plan model are vision, mission, and values. The vision,
mission, and values are created to inform and synchronize subordinate departments and their
efforts. When creating a talent management directorate, the mission and vision statements and
organizational values should replicate or be nested within those of the installation while being
aligned with the employees' needs and the needs of the talent management directorate or
organization charged with improving the employee experience. To ensure the newly
established mission and vision statements and organizational values are viable, input for
internal and external must be collectively considered (Stout, 2011). Senior leaders and key
decision-makers must show the emotional intelligence required to face the fear of feedback
from subordinates and employees when crafting or revising these foundational steps, as they
are paramount in shaping the organization's new direction. (Harvard Business Review, 2015).
Goals
The fourth phase of the strategic plan model is to establish goals. If goals aren’t already
established via strategic installation planning, mixed methods research can close that
capability gap. Goals contain objectives and commitments that should be nested within each
other in a hierarchal manner to accomplish efforts. Both quantitative and qualitative data
should be collected to ensure relevant themes are identified concerning improving workplace
satisfaction. Organizations should first take a quantitative approach to collect data, identify
primary these, and extrapolate data to identify sub-themes through qualitative discussion
forums. The mixed-methodology application should support ontological assumptions and a
pragmatic framework; goal development should address broad issues that can be accomplished by
flexible means (Creswell, 2018).

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Strategies

Once data is collected, the first two steps of the OPM Human Capital Business Process
should be actualized. As previously mentioned, organizations must plan and implement changes
based on the feedback and data received (OPM HCF, 2020a). These strategies must reflect the
needs of both the employee and the organization (Morgan & Goldsmith, 2017). Prioritization and
synchronizing of efforts must occur must as workplace satisfaction strategies may influence one
another. Creating these strategies must be collective and collaborative by involving identified
stakeholders while also leaving the opportunity to receive input from unexpected sources (Clayton,
2013).
Tactics

Tactics are the last step of the strategic plan model. The tactics step comprises the last three
OPM’s Human Capital Business Process: Evaluate, inform, and improve (OPM HCF, 2020a).
Employees at all levels must be aware of the new changes going on within their organization
(Kruse, 2016). Leaders at all levels should be trained on implementing these changes, mitigating
friction points, and creating an environment that is welcoming to change while also respectful of
the concerns that employees may have during this organizational shift. Leaders must empower
those employees who are not in formal positions of authority because their input and motivation
to support this change are valuable and needed (Cels et al., 2012). These tactics must be
continuously evaluated and improved; the organization should run like a lab to support innovation
instead of an assembly line at a factory (Morgan & Goldsmith, 2017).
Implementation
The success of a talent management retention model and framework heavily relies on the
implementation principles and guidelines used during its institution. Implementation planning

36

should be considered equally important as the actual processes or initiatives being implemented;
implementation failure may result in skewed data when considering metrics to determine if a
process or initiative meets its planned desired end state. This section of the literature review
focuses on implementation in the private sector, managing implementation in the public sector,
implementation focuses and fit, and implementation challenges. Identifying implementation best
practices will give strategic planners the guidelines and recommendations to create or restructure
a talent management retention model for their organization.
In a dynamic workplace environment, agile implementation of new or revised processes is
essential when identifying and remedying friction points. The agile implementation uses
principles, techniques, and guidelines developed within the tech industry to transform standing
human capital principles within an organization (Cappelli & Tavis, 2018). The agile
implementation uses feedback to conclude and support the organizational design and changes from
a strict planning-based model. The most significant trends transferring from the tech industry are
performance appraisals, coaching, teams, compensation, recruiting, and learning and development
(Cappelli & Tavis, 2018). These trends need to be analyzed and prioritized to determine which
trends are relevant within a respective talent management retention model. The applicability of
trends relevant to a talent management retention model will determine the implementation
challenges that organizations may face when instituting new processes that contribute to
organizational awareness, team dynamics, and individual reskilling (Cappelli & Tavis, 2018).
The reskilling of individuals occurs when strategic planners determine how an individual’s
experience, education, and aptitude can best benefit the organization while also meeting the
personal satisfaction needs of the individual. When reskilling, strategic planners should analyze
focus and fit. "Focus" is concerned with the implementation of talent management strategies to

37

achieve organizational success while "fit" supports strategic objectives while simultaneously
taking into account intrinsic factors and existing organizational structures (Garrow & Hirsh, 2018).
To mitigate the adverse effects of reskilling, strategic planners and primary researchers must
prioritize focus and fit for each potential individual to be reskilled versus the position. If the
personal satisfaction needs of the individual cannot be met due to the position having priority, it
should be communicated with senior-level leaders and the individual.
Implementing any system to improve performance to include retention management
models, can improve public organizations (Gerrish, 2015). Analyzing the implementation of a new
performance management system, researchers and strategic planners should always consider the
following: the current performance management system, the influence of this new system, and the
implementation timing (Gerrish, 2015). When creating and implementing a new system,
implementing best practices that fit an organization's design should produce positive
implementation results.
Implementing the talent management retention model and framework must be fluid to be
reusable for continuous implementation. When analyzing talent as one of the pillars of human
capital within an organization, we must respect its nature as a critical factor in organizational
decision-making (Vladescu, 2012). Understanding the complex nature of using talent, strategic
planners and researchers must continuously find new ways to describe their talent needs to key
decision-makers. The definition of talent and talent needs will continuously evolve as
organizations experience a shift in priorities which will cause those who manage and define talent
to remain agile (Vladescu, 2012). Implementation strategies must change as an organization grows
or decline. The pool of talented individuals within an organization grows or declines; talent
managers must become more strategic with talent management practices. Strategic

38

implementation, backed by adequate research and planning, can improve efficiency while reducing
costs and risks (Vladescu, 2012).
Implementing the talent management retention model or framework improves performance
management synergetically by factors shaping the following factors: programs, organizations, and
people (Talbot, 2007). Each of these factors relies on each other; implementing a people-centric,
talent management retention model or framework to assess workplace satisfaction will holistically
affect how programs and organizations are shaped. Maximal performance within workplace
satisfaction results from all three factors interacting in a synergetic manner (Talbot, 2007).
Implementation should focus on increasing public value, improving resource allocation, and
expanding efficiency to measure a synergetic occurrence. Prioritizing the order by weighing each
factor is the responsibility of strategic planners and primary researchers.
The success or failure of a talent management retention model or framework will depend
on how it is implemented. Agile implementation planning and fluidity correspond with the
functionality of a retention model need to improve workplace satisfaction. Understanding the
interactive nature of mission programs, organizational design, and human capital is fundamental
in creating tools that will affect talent management.
Summary
This chapter provided a holistic overview of literature relevant and introduction to a
framework aimed at shaping conditions to improve workplace satisfaction at the Los Angeles Air
Force Base Space and Missile Systems Center while assessing the research question being studied:
How would a strategic talent management retention model for the Los Angeles Air Force Base
Space and Missile Systems Center that incorporates workplace satisfaction strategies be designed
while also serving as an emerging talent management framework for other the United States Air

39

Force and the United States Space Force acquisition communities? A review of existing employee
experience concerns through a document/data review reinforced previously identified issues in
precursory evaluations of the Air Force and Space Force acquisition structures and frameworks.
Reflecting on existing federal structures concerning talent management, this literature review
served as the nexus of implementing ideas from existing organizations like the Office of Personnel
Management and merging their frameworks, theories, and ideas with relevant public and private
sector practices to create a foundational talent management retention model that supports goal
actualization for the Los Angeles Air Force Base Space and Missile Systems Center while also
providing other the United States Air Force and the United States Space Force entities a framework
to create their workplace satisfaction model that is reflective of nuanced internal and external
factors relevant to their unique mission, culture, and location, respectively.

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Chapter 3: Methodology, Data Analysis, and Outcomes
Introduction and Philosophical Assumptions
The methodology for developing a strategic talent management retention model focuses on
improving retention through a pragmatic worldview and ontological assumption for the United
States Air Force and the United States Space Force acquisition communities. The methodology
was predicated on a mixed-methods research course of action via non-identifiable surveys and
professional discussions that stimulated an environment to identify emerging themes,
collaboration, and synergetic decision-making involving key leaders and employees.
Mixed-methods research or reviews can be defined as “combining the findings of
‘qualitative’ and ‘quantitative’ studies within a single systematic review to address the same
overlapping or complementary review question” (Harden, 2015. p. 7). Mixed-methods research
combines qualitative and quantitative data to synergistically form a perspective that combines
inputs and understanding that best presents the viewpoint of the studied population (Cresswell &
Tashakkori, 2007).
Qualitative research is defined "as an iterative process in which improved understanding
of the scientific community is achieved by making new significant distinctions resulting from
getting closer to the phenomenon studied” (Aspers & Corte, 2019. p. 139). Within SMC, the
phenomenon studied is workplace satisfaction and its relation to retaining individuals within the
civilian contracting career field (Cresswell & Cresswell, 2018).
Qualitative data was collected by observing the interactions between senior-level officials
and employees of all echelons during professional discussions and the narrative portion of surveys.
These participative discussion forums provided a field environment where participants' open-
ended questioning techniques on both sides were used to record current and relative trends in

41

workplace satisfaction and retention. Subsequently, these trends were recorded to consolidate and
extrapolate emerging themes to inform decision-makers when creating a talent management
retention model.
Emerging themes were consolidated by annotating each time a participant referenced an
issue or topic they perceived affected workplace satisfaction and retention. Subsequently, each
time any participant further expanded on a topic, it was annotated and led to the overall creation
of a theme, and each of the foundational topics became subthemes (Tesch, 1987). By annotating
subthemes, the primary researcher determined, interpreted, and categorized numerous employee
perspectives by collecting data and analyzing inputs from multiple echelons within the civilian
contracting career field.
Quantitative research can be defined "as the numerical representation and manipulation of
observations to describe and explain the phenomena that those observations reflect" (Babbie, 1983,
p. 537). Numerical representation is foundational to survey research. Survey research can be
defined as “providing a quantitative or numeric description of trends, attitudes, or opinions of a
population by studying a sample of that population (Cresswell & Creswell, 2018).
Creating a retention model that is appropriately grounded in a mixed-method research
design, identifying a philosophical worldview needs to have a synergetic bond with the presented
research method. Considering the field environment, the differing perspectives from the sample
population and the practicality and applicability of the research, a pragmatic worldview with an
ontological assumption would be the most appropriate for this study.
A pragmatic worldview does not see absolute unity; it sees the problem as one that does
not delve into traditional realities (Žukauskas et al., 2018). Researchers who use this worldview
pragmatically can choose "the methods, techniques, and procedures of research that best meet their

42

needs and purposes" (Cresswell and Cresswell, 2018. p. 10). A pragmatic worldview gave the
primary researcher the ability to analyze all relevant merging themes and incorporate them into
strategic planning to create the retention model. In contrast, an ontological worldview embraces
the multiple realities and different perspectives of the sample population (Creswell, 2012).
Research Design, Participants, Procedures, and Instrumentation

The research design for this study focuses on obtaining qualitative and quantitative data
deriving from discussion forums and surveys through mixed-methods research. Qualitative and
quantitative data provides researchers with a more holistic viewpoint on current organizational
health and allows employees multiple platforms to address workplace satisfaction issues. This
mixed-methods approach more accurately provides needed data to key decision-makers to affirm
trends previously identified by collected data or observation or to discover new trends that affect
workplace satisfaction that need to be rectified to improve retention efforts.
Those eligible, as identified by verifying their occupation specialty and willingness to
participate, make up the sample population. Using a process that is non-attributable, surveys
consist of qualitative and quantitative sections to determine both demographic data and workplace
satisfaction feedback. This approach assists in creating workplace satisfaction goals, strategies,
and tactics tailored to certain grade-level tiers, ensuring that planning and resources are used most
efficiently.
Talent Management Retention Model: 12 Sequenced Action-Items
The methodology used to create this retention model was established using innovative
theories and standing human capital management principles that focused on leveraging a
multifaceted approach concerning feedback inputs to stimulate strategic planning. Fundamental to
this study was creating a methodology that uses a hierarchal yet malleable action item process to

43

identify milestones, both progressive and static, that follow a logical sequence of processes to
improve retention efforts.
Action-Item 1: Creation of a Talent Management Directorate
The first action item is to create a talent management directorate within an organization.
This directorate serves as the focal point and nexus of resources, planning, and strategy to recruit,
hire, and retain qualified individuals who understand nuanced contracting procedures to procure
systems, weapons, and services. The talent management directorate should be nested within the
highest administrative and business department within an installation organizational hierarchy. As
talent management is a cross-functional organization, aligning at a peer level with functional areas
and support staff whose inputs and outputs shape the direction of the talent management is most
feasible (Figure 11).
Figure 11. Talent Management Directorate Creation

Action-Item 2: Assignment of a Director of Talent Management and Staff
After creating the talent management directorate, the identification and assignment of the
director and relevant staff sections must be completed. The director of talent management will be
Overall
Administrative/Business
Department
Talent
Management
Functional Area
#1
Functional Area
#2
Functional Area
#3
Support Staff #1 Support Staff #2 Support Staff #3

44

required to manage, coordinate, and implement initiatives and processes that result in quality
improvement while also analyzing performance management metrics and strategies grounded in
collecting collected data. The director of talent management also serves as the focal point to
communicating talent-management-centric activities and goals to senior-level leaders in a cross-
functional manner (Kendall, 2015). Within the available resources and existing policy frameworks,
the director of talent management creates a cross-functional staff and sub-staff representing the
major supported and supporting operational and functional areas to assist in achieving talent
management-centric activities and goals (Leinwand et al., 2016) (Figure 12).
Figure 12. Sample Talent Management Organizational Hierarchy

Action-Item 3: Talent Management Retention Model Environmental Assessment
When conducting strategic planning to formulate a talent management retention model, the
next action item is conducting an environmental assessment. An environmental assessment
"ensures that environmental considerations are taken into account and inform higher levels of
decision-makers, including policies, plan and programs" (Sadler, 2011. p. 2). Environmental
assessments can be done by conducting a SWOT or PEST analysis. A SWOT or strengths,
Director of
Talent
Management
Career Field
Team Chiefs
Cross-functional
Staff #1
Cross-functional
Staff #2
Cross-functional
Staff #3
Sub-staff #1 Sub-staff #2 Sub-staff #3

45

weaknesses, opportunities, or threats analysis identifies internal and external issues, concerns, or
challenges through a methodical approach that provides viewpoints that include, but are not limited
to the following: resources, time, customers, competitors, structures, and technology (Helms &
Nixon, 2010). Organized into a 2x2 square, this analysis and assessment structure readily
categorizes and prioritizes emerging themes (Figure 13); generally, a SWOT Analysis is used in
micro-environments such a strategy or tactics planning.
Figure 13. Strengths, Weaknesses, Opportunities, or Threats Analysis

The PEST or political, economic, social, and technological analysis analyzes the
environment at a macro-level. This type of analysis focused on the external factors that an
organization cannot control but wishes to understand, leverage, or resource (Sammut-Bonnici &
Galea, 2015). The political environment is concerned with higher military organizations'
legislative processes and their policies, rules, and regulations within the hierarchy. The economic
environment in this context is the monetary resources available to create and sustain retention.
Additionally, the social environment analysis covers social and cultural factors, and the
technological environment discerns current technology infrastructures and possible changes (Kim‐
Keung Ho, 2014). These analyses, coupled with utilizing the previously mentioned root cause
analysis and engaging previously analyzed emerging issues, provide an acceptable way to address
retention issues.

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Action-Item 4: Creation of Mission and Vision Statements, and Establishment of Core
Values
After conducting an environmental assessment, the next action item should focus on
creating or assessing a mission statement, vision statement, and establishing organizational core
values. These three items serve as the foundational, guiding principles that describe what an
organization is, what the organization is attempting to achieve, and the pillars that support this
desired growth (Figure 14).
A mission statement is defined as "describing to internal and external stakeholders the
organization’s current character while providing a unifying direction for the organization's future."
In contrast, a vision statement is defined as a “statement outlining the future of a company, or the
overall desired direction for the long term" (Prosio, 2019. para. 5). Generally, these two statements
work causally.
As defined by the European Foundation for Quality Management, organizational core
values are “operating philosophies or principles that guide an organization’s internal conduct as
well as its relationship with the external world” (Zwetsloot et al., 2013. p. 188). These pillars or
principles become guidelines and measures internally for an organization while simultaneously
delivering external stakeholders' clarity regarding cultural and operational environments.

47

Figure 14. Mission and Vision Statements, and Core Values Flow Model

When strategic planning, assessing a mission statement, vision statement, and establishing
organizational core values should come after an environmental assessment is conducted, should it
be required. An environmental assessment will assist in creating those mentioned above because
it provides foundational information on the current state of an organization while also assisting in
creating a cohesive blueprint on the organization's direction. Additionally, these statements and
core values should be long-standing and communicated to internal and external stakeholders with
utmost transparency.
A cohesion model containing the mission and vision statements and core values can help
employees visualize each components’ synergetic interaction with the others. The mission
statement is the foundation of the cohesion model as it provides direction based on its current
health (Prosio, 2019; & Walker, 2012). The core values are the pillars of the cohesion model as
they are nexus between what an organization can currently accomplish and what an organization
Mission
Statement
• What an
organization is
Vision Statement
• What an
organization
desires to achieve
Core Values
• Pillars that support
this desired growth

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wishes to achieve. The ceiling of the cohesion model is the vision statement, as it is reinforced by
both the core values and mission statement (Figure 15).
Figure 15. Mission and Vision Statements, and Core Values Cohesion Model

Action-Item 5: Gains and Losses Summary and Projection Model

If available, primary researchers and strategic planners who aim to create a talent
management retention model should analyze the previously collected data regarding retention
trends. This data should focus on organizational demographics that include the total number of
employees, employee gains within an organization, employee losses within an organization,
education level, age, race, gender, authorized individuals, and assigned individuals. Creating a
projection model will visualize current trends and provide a projection estimate if these trends
were to continue. A projection model uses historical gains and losses data as inputs to project
outputs within the same categories if conditions remain the same or modified.
A projection model is made using predictive analysis software. Predictive analysis can be
defined as an “analysis of current and historical data to make predictions by employing the
techniques from statistics, data-mining, machine learning, and artificial intelligence” (Kumar &

49

Garg, 2018). Creating a projection model using predictive analytics software can deliver data to
senior leaders regarding retention and reinforce what organizational changes should occur to meet
the intent of reducing vacancies by retaining individuals by percentage or by numerical value
(Figure 16). Projection models should include historical gains and losses, projected gains and
losses based on the average percentage of gains or losses, standard deviation, and the projected
likelihood of meeting the targeted number of individuals needed to fill all vacancies or meet a
retention goal concerning a specified target audience within an organization.
Figure 16. Sample Projection Model

The projected data contained within the model derives from historical data. The data from
2015 to 2020 displays the number of individuals who have joined an organization and the
number of left individuals. This data is manually inputted. This historical data provides a
baseline to analyze gains and losses by percentage. Using the average gains and losses, SimVol
software can project how many individuals will join or leave the organization from 2021-2030

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while also providing a standard deviation of the projected gains and losses. The standard
deviations are derived from the newly outputted data from 2021-2030.
Action-Item 6: Data Collection
Data collection is essential to creating a retention model because it provides a purview of
an organization's current positive and negative trends. Data should be extracted from a sample
population with the requisite ability to answer the research question. A mixed-methods approach
should collect data to ensure that all members, regardless of grade and position, can provide inputs
regarding workplace satisfaction. Time-permitting, the primary researcher should focus on using
surveys and professional discussion forums. The data collected must remain anonymous to ensure
it meets institutional review board guidelines and considers any standing, installation ethical
consideration policies.
Data collection should mirror the same metrics reviewed during an analysis of historical
data during projection model creation, such as the metric of time measurement or the type of
population being used. Using similar data sets metrics provides for a more fluid streamlining of
data to coherently depict emerging trends. An accurate depiction of these emerging trends is
essential to create functional goals, strategies, and tactics.
Action-Item 7: Identification of Emerging Themes

The identification of emerging themes regarding work satisfaction derives from an analysis
of the collected data. When analyzing, the primary researcher should annotate which themes occur
more frequently and use them as the basis of subsequent initiatives. A theme can be defined as “an
attribute, descriptor, element, concept, or implicit topic that organizes a group of repeating ideas”
(Vaismoradi et al., 2016). Foundational to this retention model is a pragmatic worldview that
addresses the participants' social reality while considering their occupational role with the

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organizational hierarchy (Cresswell, 2018) (Vaismoradi et al., 2016). When identifying themes,
the primary researcher should analyze and find commonalities between participants in a
categorical manner (Vaismoradi et al., 2016). Categories give the primary researcher the ability,
both subjectively and objectively, to develop themes while subsequently prioritizing them to be
actioned in sequence or concurrently in the retention model.
Identifying emerging themes within quantitative data requires a comparative analysis of
data presented with a numerical value. Those themes yielded from survey responses with high or
low numerical values present emerging themes, especially when reinforced by a qualitative portion
of a survey that requires respondents to expand on why they chose a particular response.
Qualitative responses via discussion forums are measured by analyzing each identified theme and
subtheme from each session in an extrapolation matrix to identify which common friction points
regarding workplace satisfaction occur with more frequency (Figure 17).

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Figure 17. Sample Professional Discussion Forum Data Extrapolation Matrix

Theme #1 Theme #2 Theme #3 Theme #4
Sub-Theme Professional Discussion Forum #4 Sub-Theme Professional Discussion Forum #4 Sub-Theme Professional Discussion Forum #5 Sub-Theme Professional Discussion Forum #1
Sub-Theme Professional Discussion Forum #3 Sub-Theme Professional Discussion Forum #3 Sub-Theme Professional Discussion Forum #4 Sub-Theme Professional Discussion Forum #2
Sub-Theme Professional Discussion Forum #1 Sub-Theme Professional Discussion Forum #4 Sub-Theme Professional Discussion Forum #2 Sub-Theme Professional Discussion Forum #4
Sub-Theme Professional Discussion Forum #5 Sub-Theme Professional Discussion Forum #2 Sub-Theme Professional Discussion Forum #3 Sub-Theme Professional Discussion Forum #3
Sub-Theme Professional Discussion Forum #2 Sub-Theme Professional Discussion Forum #1 Sub-Theme Professional Discussion Forum #4 Sub-Theme Professional Discussion Forum #2
Sub-Theme Professional Discussion Forum #1 Sub-Theme Professional Discussion Forum #3 Sub-Theme Professional Discussion Forum #2 Sub-Theme Professional Discussion Forum #1
Sub-Theme Professional Discussion Forum #3 Sub-Theme Professional Discussion Forum #2 Sub-Theme Professional Discussion Forum #1 Sub-Theme Professional Discussion Forum #3
Sub-Theme Professional Discussion Forum #1 Sub-Theme Professional Discussion Forum #3 Sub-Theme Professional Discussion Forum #3
Sub-Theme Professional Discussion Forum #3 Sub-Theme Professional Discussion Forum #4
Sub-Theme Professional Discussion Forum #5 Sub-Theme Professional Discussion Forum #5
Sub-Theme Professional Discussion Forum #4
Sub-Theme Professional Discussion Forum #3
Sub-Theme Professional Discussion Forum #1
Sub-Theme Professional Discussion Forum #2
Sub-Theme Professional Discussion Forum #3
Sub-Theme Professional Discussion Forum #1
Sub-Theme Professional Discussion Forum #5
Sub-Theme Professional Discussion Forum #1
Sub-Theme Professional Discussion Forum #5
Professional Discussion Forum #1
Professional Discussion Forum #2
Professional Discussion Forum #3
Professional Discussion Forum #4
Professional Discussion Forum #5
Professional Discussion Forum Data Extrapolation Matrix

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Action-Item 8: Talent Management Retention Model Synchronization Planning
With the collection of mixed-methods data and identification of themes, the primary
researcher must prioritize implementable themes in conjunction with internal and external
stakeholders. Prioritization and planning should consist of analysis to include but not limited to
the following: senior-level approval (both internal and external), analysis of standing
policies/guidance, resources, funding, communication and dissemination of goals/strategies,
assignment of roles, and timelines.
Given the organization's size, the director of talent management, primary researcher, or a
delegate should serve as a focal point or repository of information concerning the internal and
external stakeholders' planning inputs. This individual would be responsible for eliminating
redundancies of sub-tasks, determining overlaps, reporting progress, monitoring overarching
timelines, and analyzing retention-centric deliverables while also serving as a key communicator
within the hierarchy.
Action-Item 9: Talent Management Retention Model Goal Development

The emerging themes identified during data collection should align with the goals that an
organization has established; goals should be established if they are not available through the talent
management directorate or overarching organization. A goal is defined as “an aim; it is something
to be achieved as part of the mission. Goals are broad, overarching, general, intangible, and often
abstract (non-specific)” (SJPH, 2014. p. 107). Goals are used to support an effort, and in this case,
rectify issues identified through emerging trends within retention. Goals should be talent
management-centric. However, they should consider cross-functional factors such as resources,
timelines, and internal and external partners' strengths and weaknesses. The goal development
model institutes goals as the planning model’s pinnacle, supported by objectives and commitments

54

(Figure 18). The inputs of this model are aspirations, and the outputs are metric-based outcomes.
Objectives can be defined as “a milestone that reaches the goal” (SJPH, 2014. p. 107).
Commitments are defined as the means to achieve an objective.
Figure 18. Sample Goal Development Model

Action-Item 10: Talent Management Retention Model Strategies

Within the retention model, strategies are used to actualize the commitments established in
goal development (Figure 19). HKS Hanasini Athapaththu defines a strategy as the "plan of actions
that one uses to formulate goals and objectives and the means of achieving these goals and
objectives" (Athapaththu, 2016. p. 125). Furthermore, Athapaththu emphasizes that this strategy
should also “how a given target can be achieved; given a pragmatic worldview, retention strategies
should be developed at the level in which they are going to be enacted, with the consultation of
the talent management directorate, strategic planner, or the primary researcher (Athapaththu,
2016).

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Figure 19. Sample Strategy Development Model

Action-Item 11: Talent Management Retainment Model Tactics
Within the talent management retention model, tactics are used to support the strategies.
Tactics are defined as the "day-to-day or month-to-month actions required to support to manage a
business" (Rock, 2014. para. 3). Regarding this model, tactics are the incremental, measurable
steps nested within organizational strategies to support retention commitments, objectives, and
goals. Tactics are foundational to the retention model's success; as they are short-term focused
than their strategy and goal counterparts, they have the most flexibility to change when there is a
shift in environmental conditions.

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Figure 20. Sample Tactics Development Model

Action-Item 12: Talent Management Retention Model Evaluation and Management
The talent management retention model must seek continual improvement; this guideline
must be emphasized frequently to yield accurate results (Kovach & Fredendall, 2013). This
mission statement, vision statement, and core values are generally long-standing and do not
frequently change unless there is a holistic change in the mission set of the installation; changing
these frequently will change the pillars of culture it is not feasible to maintain unless in a rapid-
paced industry (Fuller & Green, 2005). When evaluating whether the strategies or tactics within
the retention model need to be revised, a modified environmental assessment should be conducted.
This environmental assessment should be conducted before strategies but after goals.
Management of the retention model is multifaceted. Ultimately, the retention model's
management is the responsibility of the primary researcher and talent management directorate.
However, each individual and organization charged with creating or monitoring goals, strategies,
and tactics is inherently responsible for providing and communicating retention inputs and outputs
to their senior retention point of contact and subordinates. This type of communication is a useful

57

example of employee engagement; it empowers subordinates while placing individual and
organizational expectations to achieve strategic outcomes (Osborne & Hammoud, 2017).
Conclusion: Talent Management Retention Model: Sequential 12 Action-Items
The creation of the talent management retention model was constructed under the theory
that a concerted yet flexible strategic plan would serve best to rectify negative retention trends
while also serving as a templated model for other acquisition talent management directorates to
use when identifying their respective retention friction points.
A sequenced model was created using a mixed-methods approach, pragmatic worldview,
ontological assumption, and existing and current data to identify emerging themes. This sequential
12 action-item model (Figure 21) allows an organization to create or revise standing retention
policies logically yet flexibly.

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Figure 21. Talent Management Retention Model

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Chapter 4: Implementation and Results
Implementation at the Los Angeles Air Force Base Space and Missile Systems Center
Implementing a strategic talent management retention model at the Los Angeles Air Force
Base Space and Missile Systems Center represents the first iteration of an acquisition organization
using such a model. Through a mixed-methods approach, pragmatic worldview, and ontological
assumption, the primary researcher and investigator used one non-identifiable survey to
extrapolate qualitative and quantitative data and five professional discussion forums that
stimulated an environment to identify emerging themes, collaboration, and synergetic decision-
making involving key leaders and employees.
The foundation of the survey research pertinent to this methodology was built around the
Federal Employee Viewpoint Survey's workplace satisfaction section. The data derived from
survey research gives participants the ability to answer workplace satisfaction questions on a
spectrum that will give the primary researcher numerical and statistical evidence to support a
theory or future decision-making (Apuke, 2017).
Research Design, Participants, Procedures, and Instrumentation
This study was conducted in conjunction with representatives from the University of
Southern California, the Los Angeles Air Force Base Space and Missile Systems Center, the
United States Air Force, and the United States Space Force. The researcher assumed the
responsibility of the primary investigator and organizer for creating a retention model. The primary
researcher consulted and liaised with the Director of Talent Management at the Los Angeles Air
Force Base Space and Missile Systems Center. Other staff leads within the talent management

60

directorate to ensure that the development of this retention model would have practicability within
the profession.
To ensure fluidity, the primary investigator obtained the results from previous surveys and
questionnaires from: the United States Air Force Survey Office, the human resource office of the
Los Angeles Air Force Base Space and Missile Systems Center, the United States Air Force
Contracting Career Field, the Office of Personnel Management, and Partnership for Public Service.
The analysis of this collected data served as foundational to provide initial guidance of why a talent
management retention model should be created.
Five sessions lasting a cumulative eight hours of all-inclusive, professional discussion
forums with the civilian contracting personnel at the Los Angeles Air Force Base Space and
Missile Systems Center provided opportunities for the primary researcher to identify emerging
workplace satisfaction and retention themes. These discussions, held by senior leaders, provide
employees, tenure immaterial, a platform to present perceived strengths and weaknesses. This
feedback by internal and external stakeholders is invaluable in shaping organizational structures
and assessing organizational health.
Additionally, the primary investigator conducted a survey that directly reproduced the six
Workplace Satisfaction questions on the Federal Employee Viewpoint Survey to assess
organizational health and also provide participants an additional platform to provide feedback
pragmatically. This survey also surveyed demographic data to provide the primary investigator the
ability to tailor retention initiatives based on employee-tier instead of a "one size fits all" retention
model. The dataset produced by this survey provided clarity to themes identified during the
qualitative portion.

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Conclusively, the primary researcher conducted an extensive planning analysis to prioritize
retention efforts derived from internal and external stakeholders' inputs, critical feedback from
senior leadership, and evaluation of the resources available and those projected to arrive. Careful
consideration was taken to ensure that retention strategies and tactics were feasible, practicable,
and fully implementable while providing the flexibility to allow for strategies and tactics to be
implemented in a manner that best fits each organization, respectively SMC.
SMC Talent Management Retention Model: 12 Sequenced Action-Items
The SMC Talent Management Retention Model utilizes the same methodology as the talent
management retention model established in Chapter 3: Methodology. Analyzing the feedback from
target-audience respondents, historical data, standing United States Air Force and Space Force
policies, federal-level guideline, strategic planning, and private and public sector best practices,
the goal of the innovative tool is to shape SMC retention efforts to meet annual installation goals,
SMC 2.0 goals, and the overarching United States Space Force goals.
Action-Item 1: Creation of the SMC Talent Management Directorate
The creation of a talent management directorate was foundational in assessing retention
trends. Friction points in retention identified during the creation of SMC 2.0, which realigned the
organizational structure at the Los Angeles Air Force Base Space and Missile System Center to be
more synergetic, presented an opportunity to create an organization that serves as the nexus
between human resources, operational, and functional areas. This directorate serves to reinforce
overarching organizational goals by “improving the processes for education, training, experience,
and career development programs” (Kendall, 2015. p. 29).
The Los Angeles Air Force Base Space and Missiles Systems Center organizational
structure comprises one overarching headquarters element consisting of the most senior leaders

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and seven strategic organizations responsible for enacting and achieving the highest organizational
goals. Atlas Corps is the parent organization of Talent Management; Atlas Corps had a primary
mission to be responsible for workforce talent and culture management for the entire
installation.
Figure 22. SMC Talent Management Directorate Creation

Action-Item 2: Assignment of the SMC Director of Talent Management and Staff
This position and its inherent directorate were also created after identifying a capability
gap during strategic planning analysis for SMC 2.0. As identified in Chapter 3: Methodology, the
Director of Talent Management must manage, coordinate, and implement initiatives and processes
that the Director of Atlas Corps deems to be talent management-centric. Talent management-
centric activities include recruiting, hiring, and retaining highly qualified individuals while also
managing resources that shape the installation's culture.
The SMC talent management staff comprises the following sections: Career field team
chiefs, request for personnel action branch, talent management branch, training branch,
information technology support, and the personnel and workforce staffing branch (Figure 23).
Space and
MIssiles System
Center
Atlas Corps
Talent
Management
Directorate
61st Air Base
Group
Development
Corps
Enterprise Corps
Production
Corps
Portfolio
Architect Corps
Special Program
Corps

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These sections work coherently to solve complex talent management problems and rely on
collective data inputs and outputs to focus resources in a prioritized manner. Talent management
is agile, and more sections can be added should they emerge through planning or mission
requirements.
Figure 23. SMC Talent Management Organizational Hierarchy

Action-Item 3: SMC Talent Management Retention Model Environmental Assessment
The SMC Talent Management Retention Model Environmental Assessment was heavily
influenced by the SMC Strategic Environment Report of May 2019, which is unavailable to the
public. The following four documents heavily influenced the SMC Strategic Environment Report:
2017 National Security Strategy, National Defense Strategy (2018), 2019 USAF Acquisition
Annual Report, and the 2018 AFSPC Commander’s Strategic Intent (SER, 2019) (Figure 24).
In addition, the SMC Strategic Environment Report was nested within additional guidance
from the Assistant Secretary of the Air Force for Acquisition, Technology, and Logistics and the
Air Force Space Command through official channels. The SMC Strategic Environment Report
also considered the impact of private and international military-industrial complex aerospace
Director of Talent
Management
Career Field Team
Chiefs
Human Resources
Contracting
Logistics
Finance
Engineering
Request for
Personnel Action
Branch
Talent
Management
Branch
Training Branch
Information
Technology
Support
Personnel and
Manpower Staffing
Branch

64

partners. This environmental assessment also considered media conduits and reports that shape
public perception and, ultimately, public policy regarding militaristic aerospace operations.
Figure 24. SMC Strategic Environment Report Nesting Model

Action-Item 4: Creation of SMC Mission and Vision Statements, and Establishment of
Core Values
The mission statement of the Los Angeles Air Force Base Space and Missile Systems
Center is "to deliver resilient, affordable and sustainable space capabilities for the nation," while
the vision statement is "to forge an agile team that delivers innovation, war-winning capabilities."
(SMC PAO, 2017. para. 4). Additionally, the organizational core values or tenets are described as
EPIC Speed (Figure 25). These tenets arose out of the restructuring of the Los Angeles Air Force
Base Space and Missile Systems Center during SMC 2.0 that "eliminated layers of bureaucracy,
flattened the organization and put key decision-makers closer to their programs” and supported the
goals of the vision and mission statement through placing a cultural and organizational emphasis
on Enterprise, Partnerships, Innovation, Culture, and Speed (SMC Public Affairs, 2019).

65

Figure 25. SMC Mission and Vision Statements, and Core Values Cohesion Model

Action-Item 5: Gains and Losses Summary and Projection Model

At the Los Angeles Air Force Base Space and Missile Systems Center, a simulation model
was developed to project the SMC civilian population between 2020 and 2030. It is prudent to use
predictive analysis to forecast how current and potential retention trends affect the total amount of
individuals authorized versus those assigned to the installation. To create this forecast, again and
loss summary was created using SimVoi Monte Carlo Simulation Add-in for Excel Software to
determine attrition and retention trends should the current workplace satisfaction conditions at the
Los Angeles Air Force Base Space and Missile Systems Center continue at their current state
(Figure 26) (Middleton, 2020). This summary clarifies why improvements regarding retention
should be prioritized and establishes a measurable, starting baseline for future initiatives; the gains
and losses categorized in both percentages and individuals give talent management planners and

66

senior leaders accurate data for attrition reduction or retention increases metrics to include
averages and standard deviation.
Figure 26. SMC Current Civilian Gains and Losses Projection Model

Using the SimVol Simulation software, 10,000 trials were created to determine what length
of duration it would take to achieve a civil service population of 1850 individuals, the total number
of civil service members authorized at SMC at full capacity. The projection model also provided
an estimation on the percentages of gains and losses respectively it would take to achieve this goal
of complete retention, the population means, standard deviation, skewness, while also providing
projected frequency based on historical organizational data (Appendix A); foundational to this data
is historical gains data of 11.71% and loss data of 10.8%. This projection model determined that
there would be a 37.65% probability of meeting the full retention of 1850 individuals by 2030. If

67

current workplace satisfaction trends continue to affect retention, achieving full capacity of both
1850 individuals authorized and individuals assigned by 2030 is unlikely to happen. This
projection data provided leverage to reshape current retention measures.
Subsequently, another simulation model was created using SimVoi Simulation software to
determine the projection of overall civil service members assigned and authorized if attrition was
decreased by 1% due to new strategies and tactics being implemented to improve workplace
satisfaction that emerged from data being collected within the confined of the SMC Talent
Management Retention Model. To ensure metric fluidity and coherence, 10,000 trials were created
to determine what length in duration it would take to achieve a civil service population of 1850
individuals, the total amount of civil service members authorized at SMC at full capacity (Figure
27).

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Figure 27. SMC 1% Decrease in Losses Projection Model

This projection model also provided an estimation on the percentages of projected
population frequency, the population mean, standard deviation, skewness, while also providing
projected frequency based on historical organizational data and new variable that losses would
decrease by 1% from 10.8% to 9.8% (Appendix B); the gains data did not change as retention does
not causally affect those onboarding or being hired into the organization. This projection model
determined that there would be a 90.37% probability of meeting the full retention of 1850
individuals by 2030. If current workplace satisfaction trends continue to affect retention, achieving
full capacity of both 1850 individuals authorized and individuals assigned by 2030 is likely to
happen. Although this projection model achieves the target level of 1850 with a fairly high degree

69

of confidence, there remains a 9.63% chance of not meeting the target. The projection was deemed
to be moderate regarding strategic planning and implementation.
Lastly, another simulation model was created using SimVoi Simulation software to
determine the projection of overall civil service members assigned and authorized if attrition was
decreased by 2.5% due to new strategies and tactics implementation regarding talent management.
For comparative analysis purposes with the other projection models, 10,000 trials were created to
determine when SMC would be the total capacity (Figure 28).
Figure 28. SMC 2.5% Decrease in Losses Projection Model

This projection model also provided an estimation on the percentages of projected
population frequency, the population mean, the population means, standard deviation, skewness,
while also providing projected frequency based on historical organizational data and new variable

70

that losses would decrease by 2.5% from 10.8% to 8.3% (Appendix C); as with the 1% decrease
in the losses projection model, gains were not a variable in this projection model. This projection
model determined that there would be a 99.97% probability of meeting the full retention of 1850
individuals by 2030. If current workplace satisfaction trends continue to affect retention, achieving
full capacity of both 1850 individuals authorized and individuals assigned by 2030 is highly likely
to happen. This projection model achieves the target level of 1850 with an extremely high degree
of confidence, and there remains a 0.03% chance of not meeting the target. The projection was
deemed to be moderate regarding strategic planning and implementation.
A comparative analysis of the projection model displays the commonalities and differences
in the likelihood of obtaining full individuals authorized versus individuals assigned status by
2030. This balance would meet the organizational commitment by reducing attrition by 25%. To
meet this organizational commitment, the current data projection model predicts that it is unlikely
that this will occur by continuing current strategies, tactics, and frameworks. The 1% decrease of
losses and 2.5% decrease of losses projection models provided forecasting of a 90.37% likelihood
and 99.97% likelihood, respectively, to obtain full individuals authorized versus individuals
assigned status by 2030. As both likelihoods are similar, strategic planning towards a 2.5%
decrease in losses would be most feasible. A drop in retention losses from 10.8% to 8.3% will
meet higher installation goals identified in SMC 2.0 planning and will be a foundation when
planning in a cross-functional, cohesive manner during the initial implementation of the SMC
Talent Management Retention Model.
Action-Item 6: SMC Data Collection

The data collection provided the study population with a mixed-methods survey to assess
job/satisfaction (Appendix D). The quantitative question replicated the work satisfaction portion

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of the 2020 Federal Employee Viewpoint Survey. This survey was used to collect demographic
data and assessed job satisfaction quantitatively by providing a battery of questions that
descriptively assess job satisfaction through the following options:
Very Satisfied
Satisfied
Neither Satisfied nor Dissatisfied
Dissatisfied
Very Dissatisfied
Additionally, the survey would present participants the opportunity to provide qualitative
data through a narrative portion. This narrative portion enabled participants to explain further
themes derived from the quantitative portion of the survey. These themes were analyzed against
themes identified during the analysis of previously collected data and topics of consideration that
emerged during discussion forums and retention initiatives that occurred concurrently with this
study. As the 2019 Federal Employee Viewpoint Survey had a response rate of 33.1%, it was the
primary researcher's goal to receive enough participation to receive a similar response rate from
the sample population (Eberhart, 2019). The local survey yielded a response rate of 27.7%.
Qualitative data collection occurred during the recording of professional discussion
forums. The primary researcher recorded five sessions lasting a cumulative eight hours with the
civilian contracting personnel at the Los Angeles Air Force Base Space and Missile Systems
Center to identify emerging workplace satisfaction and retention themes. To eliminate subjective
and inherent bias, the primary researcher did not participate in these forums to eliminate any
chance of guiding or directing participation.

72

Action-Item 7: SMC Identification of Emerging Themes
At the Los Angeles Air Force Base Space and Missile Systems Center, the local survey's
quantitative data replicated the 2020 Federal Employee Viewpoint Survey on job/workplace
satisfaction. The primary researcher identified the following emerging themes: pay,
communication, and performance culture. These themes were identified by analyzing the
following cumulative responses: Neither satisfied nor dissatisfied, dissatisfied, very dissatisfied.
These responses were compared to selective responses of satisfied and very satisfied (Appendix
E). The qualitative data was extrapolated on the form that reinforced these themes identified in the
quantitative section and clarified why the participants chose a particular response.
Subsequently, with both quantitative and qualitative data now available, the primary
researcher conducted a comparative analysis of each data set to determine which individual themes
can be synergistically combined conceptually to be used in a collective or mixed-methods manner
and which themes provided such overwhelming data in such a manner that they show merit
(Bernard, 2013; Stout, 2011). The quantitative and qualitative survey data were compared with the
five professional discussion forums (Figure 29). The SMC Professional Discussion Forum Data
Extrapolation Matrix analyzed data from each professional discussion forum and organized each
response into a theme and subtheme (Appendix F). The emergence of themes yielded the following
results: pay, performance culture, and communication. The identification of sub-themes helped
established direction for the talent management directorate to take for synchronization planning.

73

Figure 29. SMC Professional Discussion Forum Data Extrapolation Matrix

Pay Performance Culture Communication Recogntion
Cost of living Retention bonus SCAP - Program Description Award System revision suggestion
Initial bonus Evaluations Rotations/Offsite - I don’t want to rotate Favortism
Acq Demo Conversion Training SCAP - What is it? Favortism
Bonus for security clearance Evaluations Informal Channels Promotion system
Retention bonus Work-life balance Rotations/Offsite - when Award System revision suggestion
Initial bonus No room for growth Rotations/Offsite - I didn’t rotate General unawareness
Moving stipend Telework Training opportunities are announced too late Favortism
Retention bonus Evaluations Buyers lacking information
Traning linked to pay Organizational situational awarness
Initial Bonus Telework
Novice level training sessions
Performance Bonus
Telework
Assignment Options
CORB/COT Prep
Training
CORB/COT Prep
CORB/COT Prep
Training
Professional Discussion Forum #1
Professional Discussion Forum #2
Professional Discussion Forum #3
Professional Discussion Forum #4
Professional Discussion Forum #5
SMC Professional Discussion Forum Data Extrapolation Matrix

74

Action-Item 8: SMC Talent Management Retention Model Synchronization Planning
To synchronize the efforts of the entire talent management directorate after its creation, the
director of talent management identified 17 priorities based on historical data and weaknesses
identified in the SMC Strategic Environment Report and other planning sessions concerning the
SMC 2.0 reorganization. Each of these 17 priorities had individual milestones respectively that
worked in coordination or concurrently with other priorities. These priorities were aimed at
establishing full-functionality and sustainment of the SMC Talent Management Directorate.
Additionally, each priority was actioned by a cross-functional talent management team to ensure
proper resource allocation, workforce, and diverse viewpoints were included in each
synchronization planning session.
As milestones were met regarding each priority, some priorities were merged with others,
while other priorities were ended due to completing their lifecycle. The priorities concerning
retention and workplace satisfaction were sustained. Due to organizational classification, priorities
and the composition of each cross-functional talent management team cannot be released to the
public.
Action-Item 9: SMC Talent Management Retention Model Goal Development
The talent management directorate's goals at the Los Angeles Air Force Base, Space, and
Missile Systems Center were established during the SMC 2.0 reorganization. The center and each
organizational corps followed the SMC Goal Development Model (Figure 30). Each entity
respectively conducted goal development that would improve their newly created organization
while also realizing the goals of higher echelon organizations. When the talent management
directorate was created to fill voids identified and contained within SMC 2.0 Strategic Planning
Guide, cross-functional talent management goals to include retention were prioritized.

75

Figure 30. SMC Goal Development Model

The Los Angeles Air Force Base, Space, and Missile Systems Center's goal regarding talent
management and retention codified within the SMC 2.0 Strategic Planning Guide. Leaders
identified the need to drive a culture of smart risk-taking, continuous improvement, and
innovation. This goal is supported by objectives that aim to implement lasting cultural mindsets
and deliver new tools that speed up security clearance processes, streamline personnel
management decisions, and inform workforce retention. These objectives can only be realized by
achieving organizational commitments to reduce the continuous vacancy rate by 25% by
accelerating hiring, reducing attrition rates, and implementing an automated workforce
management tool (Figure 31).

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Figure 31. SMC Goal Development Hierarchy Model

Action-Item 10: Talent Management Retention Model Strategies

At SMC, strategies should be created at the organizational or corps level, which is below
the overall installation within the installation's hierarchy chart. As each respective corps has a
different mission focus, using a universal or standardized approach to accomplish strategic
objectives and strategic goals in retention is not feasible and do not allow for flexibility; flexibility
provides the ability for each corps to meet challenges as they emerge (Dibrell et al., 2014). Each
corps has an organizational leader within the sample contracting population, the Chief of
Contracting (Figure 32). This individual should serve as the key communicator to disseminate
strategies to the talent management directorate, primary researcher, and subordinate leaders.
Rapidly deliver resilient space-
enabled capabilities that allow
warfighters to dominate throughout
multiple-domains
Drive SMC to operate as an
enterprise in order to deliver an
integrated space architecture
Drive as many prioritized Allied,
mission partner, and commercial
partnerships into an enterprise
architecture as possible
Drive innovation through acquisition
activities that prioritize rapid
prototyping, demonstrations and
experimentation
Drive a culture of smart risk-taking,
continuous improvement, and
innovation
Implement lasting cultural mindsets
and deliver new tools that speed up
security clearance processes,
streamline personnel management
decisions, and inform workforce
retention
Reduce continuous vacancy rate by
25% by accelerating hiring and
reducing attrition rate
Implementing an automated
workforce management tool

77

Each strategy should be nested within a commitment. Additionally, these strategies should
be transparent, accessible, and available for all to see. When creating strategies, those responsible
at the organizational level should consider metric performance criteria applicable to the retention
and corps goals as an assessment tool to determine if each strategy is successful, unsuccessful, or
should be revised (Whitehurst, 2015).
Figure 32. SMC Talent Management Strategies Hierarchy Model

Action-Item 11: Talent Management Retainment Model Tactics

At SMC, tactics should be created at the functional or team level; there are multiple
functional teams within each corps. Aligned with the strategy creation approach, each respective
team should create tactics that promote increased retention tailored to the individuals within the
team. A Deputy Chief of Contracting leads each team within the sample population; this individual
should serve as the key communicator to disseminate tactics to the organizational Chief of
Contracting and subordinates (Figure 33).
Each tactic should reinforce a strategy measurably. Like strategies, tactics should be
transparent, accessible, and available. Also, subordinate leaders must be assessed if they have the
Space and
MIssiles System
Center
Atlas Corps
Talent
Management
Directorate
61st Air Base
Group
Chief of
Contracting
Development
Corps
Chief of
Contracting
Enterprise Corps
Chief of
Contracting
Production
Corps
Chief of
Contracting
Portfolio
Architect Corps
Chief of
Contracting
Special Program
Corps
Chief of
Contracting

78

ability and aptitude to apply tactics to the workforce (Dorsey & Mueller-Hanson, 2017). Leaders
without the ability to apply tactics become a friction point concerning meeting the needs of the
largest population of civilian contracting professionals, who are most likely not in a formal
leadership position.
Figure 33. SMC Talent Management Tactics Hierarchy Model

Action-Item 12: SMC Talent Management Retention Model Evaluation and Management

The SMC Talent Management Retention Model must be constantly evaluated to ensure the
strategies and tactics are appropriate. With ever-changing environmental variables such as federal,
state, and local laws, the agility of the private sector and other competitors, when data is available
concerning trends regarding new gains and losses, talent management planners must coordinate
with those responsible for creating strategies and tactics to inform them if their current courses of
actions are feasible or if they need to be revised.
Conclusion: SMC Talent Management Retention Model: 12 Sequenced Action-Items

At the Los Angeles Air Force Base Space and Missile Systems Center, the organization's
realignment through SMC 2.0 strategic planning created the mission and vision statements and the
Space and
MIssiles System
Center
Atlas Corps
Talent
Management
Directorate
61st Air Base
Group
Chief of
Contracting
Deputy Chief of
Contracting
Deputy Chief of
Contracting
Development
Corps
Chief of
Contracting
Deputy Chief of
Contracting
Deputy Chief of
Contracting
Enterprise Corps
Chief of
Contracting
Deputy Chief of
Contracting
Deputy Chief of
Contracting
Production Corps
Chief of
Contracting
Deputy Chief of
Contracting
Deputy Chief of
Contracting
Portfolio Architect
Corps
Chief of
Contracting
Deputy Chief of
Contracting
Deputy Chief of
Contracting
Special Program
Corps
Chief of
Contracting
Deputy Chief of
Contracting
Deputy Chief of
Contracting

79

organizational core values. Subsequently, SMC 2.0 also identified the need to create a talent
management directorate, the directorate's eventual creation, and the strategic goals projected to
improve the organizational capabilities, capacities, and efficiencies for internal and external
stakeholders.
An analysis of collected data identified and prioritized negative trends within retention and
emerging themes that closely aligned with previously established goals, objectives, and
commitments of SMC 2.0. This data collection was done ethically as approved by the USC’s
Office for the Protection of Research Subjects (Appendix G). The creation of strategies and tactics
at the organizational and functional area was done to empower leaders who are closely aligned,
co-located, and directly impact retention trends by effectively measuring performance, identifying
emerging concerns, and resolving issues before becoming exasperated. Implementing the SMC
Talent Management Retention Model is a fluid mechanism used by leaders of all echelons to
actualize overarching installation goals regarding culture, continuous improvement, and
innovation.

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Chapter 5: Conclusions
Discussion

The creation of a retention model through strategic planning that encompassed and mixed-
methods methodology, pragmatic worldview, and ontological assumption relied heavily on
previous data collection and an environmental analysis conducted during the installation's strategic
planning, inputs from internal and external stakeholders, and the overall outcomes the Los Angeles
Air Force Base Space and Missile Systems Center prioritized to achieve a full mission capability
rating. This study's culmination resulted in creating a sequenced 12 action-item retention model to
achieve human capital and talent management goals regarding retention at the Los Angeles Air
Force Base Space and Missile Systems Center while also serving as a talent management retention
framework in the United States Air Force and the United States Space Force acquisition
communities, respectively.
During the initial SMC 2.0 strategic planning continuum, strategic planners and senior
leadership identified the need to create a talent management directorate and assign a talent
management director and staff. Additionally, the strategic planning conducted during the Los
Angeles Air Force Base Space and Missile Systems Center organization during the SMC 2.0
reorganization and realignment created the vision, mission statements, and organizational core
values. These guiding actions incubated the creation of installation goals, objectives, and
commitments that would serve as the nexus when creating a synergetic talent management model
that considers past collected data, current data, established installation goals, and inputs from
internal and external stakeholders, and resources.
The implementation of strategies and tactics action-items were designed accounting for
flexibility and unforeseen variables (Cappelli & Tavis, 2018). Utilizing a pragmatic worldview
and ontological assumption established the flexibility needed to make this retention model

81

feasible; all organizations within the United States Air Force and the United States Space Force's
acquisition communities do not share the same structural composition, goals, or cultural pillars
(Cresswell, 2018).
The planning value of this model is this model derives from how data collected. Conducting
a survey that directly reproduced the six Workplace Satisfaction questions on the Federal
Employee Viewpoint Survey, this mixed-methods survey delivered quantitative and qualitative
data to confirm previous theories regarding negative retention trends and inform the primary
researcher and talent management directorate of emerging themes (Cresswell, 2018). Furthermore,
the evaluation and management action-item levy the ability to revise the model when
environmental variables and conditions change and report such changes internally and externally
within the model for overall model improvement and fluidity.
Although there are directives within the United States Air Force and the United States
Space Force regarding retention goals, there isn’t an established framework or methodology for
actualizing these goals for individual installations (US Air Force Operations Branch, 2015).
Current strategic talent management policies and procedures for the United States Air Force and
the United States Space Force provide theoretical guidance on what installations strive to attain,
but now how to achieve it (US Air Force Operations Branch, 2015). The sequential action items
within the retention model bridge the gap from directive theory to practical application (Salifu et
al., 2018).

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Limitations of the Study
Mixed-methods research aimed at identifying emerging within a pragmatic worldview and
ontological assumption inherently have limitations. Although a pragmatic worldview encompasses
diverse perspectives, the primary researcher must subjectively include emerging themes while
excluding others (Feilzer, 2009). Previous data collection and contemporary data collection were
analyzed to prioritize strategies and tactics to account for and prioritize emerging themes.
Accordingly, the model took into account federally established talent management guidelines,
practices, and principles from the Office of Personnel Management, the United States Air Force,
and the United States Space Force to strengthen its credibility and integration.
To prevent skewed results and reduce unconscious bias, the primary researcher excluded
those in key decision-making positions who would also be simultaneously in the sample
population. Unconscious bias can be defined as "personal biases that we are not aware of as the
result of cognitive reasoning that was embedded in our brain long before we even realized it”
(Cuellar, 2017, p. 333). Members of the sample population, the civilian contracting career field
that concurrently works in the talent management directorate, may answer in a manner that skews
the survey results, both quantitatively or qualitatively.
The SARS-CoV-2/COVID-19 pandemic unprecedentedly affected all facets of life
internationally; the second and third effects of this unique situation produced a rise in
unemployment while also affecting the workforce in a way yet to be seen (Venkatesh, 2020). While
the talent management retention model may not be affected by these societal changes,
environmental conditions may shape the responses during current data collection, ultimately
structuring and designing the subsequent strategies and tactics. With SARS-CoV-2/COVID-19
shaping society in an unknown, unknowable manner and everchanging in a rapid manner,

83

strategies and tactics must remain a fluid and flexible change mechanism to resonate with the
sample population.
Future Research
The current SARS-CoV-2/COVID-19 has given rise to untypical levels of unemployment.
Those currently employed may view their workplace satisfaction as a pandemic differently than
they would in a traditional setting. At the Los Angeles Air Force Base Space and Missile Systems
Center, telework was generally unavailable due to the lack of senior-level approvals, lack of
resources, and complexity of systems needed to conduct contracting activities.
The lasting impact SARS-CoV-2/COVID-19 will have on the acquisition communities in
the United States Air Force and the United States Space Force is yet to be seen. As emerging
themes disrupt or improve operational capacities and capabilities, agility has become the only
constant within talent management directorates (OECD, 2020). Strategies and tactics might not
necessarily align solely with organizational goals, objectives, and commitments but align more
with practices that can mitigate the pandemic's adverse effects.
As the talent management retention model structure leverages the ability to assess
job/workplace satisfaction during COVID SARS-CoV-2/COVID-19, a study should be conducted
once the pandemic stabilizes and aware of its lasting effects (OECD, 2020). This post-pandemic
study would give the primary researcher and talent management directive and those responsible
for establishing and communicating strategies and tactics clarity during their respective strategic
planning processes. The study recognizes the importance of instituting flexibility within the model
for some action items to account for environmental factors outside of the human capital domain
but may affect it in a causal manner (Cappelli & Tavis, 2018).

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The United States Space Force Implementation
The principal purpose of this study was to create a talent management retention model that
derived from mixed-methods research designed that encompassed a pragmatic worldview and
ontological assumption to assess workplace satisfaction within a sample population of civilian
contracting personnel at that Los Angeles Air Force Base Space and Missile Systems Center while
also creating a framework that other talent management directorates could use within the civilian
contracting career field of the United States Air Force and the United States Space Force. This
study's result is a sequential 12 action-item model constructed in a manner that accounts for
standing installation policies and guidelines while flexible enough to receive inputs from
environmental variables.
This model was created within established OPM guidelines while synchronously
recognizing the United States Air Force and the United States Space Force's human capital vision.
This talent management retention model, through strategic planning, prioritized retention efforts
derived from the inputs of internal and external stakeholders, critical feedback from senior
leadership, and the evaluation of the resources available and resources projected to arrive, strategic
planning provides a change mechanism tool to rectify the current and future human capital
retention efforts in the United States Air Force efforts while concurrently shaping the United States
Space Force to establish conditions aimed at supporting and retaining its best capability, human
capital.

85

Appendices

86

Appendix A
Current Data Projection Model Summary

Mean 1821
St. Dev. 123
Mean St. Error 0
Skewness +0.143

Minimum 1287
First Quartile 1767
Median 1832
Third Quartile 1851
Maximum 2549

Percentile Population

0.0% 1287
0.5% 1471
1.0% 1507
2.5% 1559
5.0% 1606
10.0% 1662
15.0% 1702
20.0% 1736
25.0% 1767
30.0% 1797
35.0% 1826
40.0% 1832
45.0% 1832
50.0% 1832
55.0% 1832
60.0% 1832
65.0% 1832
70.0% 1832
75.0% 1851
80.0% 1884
85.0% 1922
90.0% 1969

87

95.0% 2037
97.5% 2098
99.0% 2165
99.5% 2214
100.0% 2549

88

Appendix B
1% Decrease in Losses Projection Model Summary

Mean 1994
St. Dev. 166
Mean St. Error 1
Skewness +0.241

Minimum 1381
First Quartile 1879
Median 1987
Third Quartile 2102
Maximum 2840

Percentile Population

0.0% 1381
0.5% 1603
1.0% 1638
2.5% 1687
5.0% 1733
10.0% 1787
15.0% 1823
20.0% 1853
25.0% 1879
30.0% 1902
35.0% 1924
40.0% 1945
45.0% 1966
50.0% 1987
55.0% 2008
60.0% 2030
65.0% 2053
70.0% 2076
75.0% 2102
80.0% 2132
85.0% 2166
90.0% 2210

89

95.0% 2278
97.5% 2338
99.0% 2409
99.5% 2456
100.0% 2840

90

Appendix C
2.5% Decrease in Losses Projection Model Summary

Mean 2250
St. Dev. 72
Mean St. Error 0
Skewness +3.213

Minimum 1681
First Quartile 2240
Median 2240
Third Quartile 2240
Maximum 3127

Percentile Population

0.0% 1681
0.5% 2003
1.0% 2063
2.5% 2158
5.0% 2240
10.0% 2240
15.0% 2240
20.0% 2240
25.0% 2240
30.0% 2240
35.0% 2240
40.0% 2240
45.0% 2240
50.0% 2240
55.0% 2240
60.0% 2240
65.0% 2240
70.0% 2240
75.0% 2240
80.0% 2240
85.0% 2240
90.0% 2240
95.0% 2354

91

97.5% 2475
99.0% 2596
99.5% 2669
100.0% 3127

92

Appendix D
2020 Federal Employee Viewpoint Survey, Workplace Satisfaction Centric Questions

The purpose of this study is to exactly replicate the 2020 Federal Employee Viewpoint Survey
questions concerning workplace satisfaction with a mixed-methods methodology by asking a
study population of civilian contracting members (1102) of the Los Angeles Air Force Base,
Space and Missile Systems Center. We hope to learn more about emerging themes regarding
job satisfaction. You are invited as a possible participant because you are member of the civilian
contracting community (1102) at the Los Angeles Air Force Base, Space and Missile Systems
Center.

1. What is your current grade?

GS 1 - 4 /NH-01
GS 5 - 11/NH-02
GS 12 - 13/NH-03
GS 14 - 15/NH-04
Other:

2. How satisfied are you with your involvement in decisions that affect your work?

Very Satisfied
Satisfied
Neither Satisfied nor Dissatisfied
Dissatisfied
Very Dissatisfied
Other:

3. Please describe your involvement in decisions that affect your work.

4. How satisfied are you with the information you receive from management on what's going on
in your organization?

Very Satisfied
Satisfied
Neither Satisfied nor Dissatisfied
Dissatisfied
Very Dissatisfied
Other:

93

5. Please describe how you receive information from management on what's going on in your
organization and what would you change about how you receive it, if anything.

6. How satisfied are you with the recognition you receive for doing a good job?

Very Satisfied
Satisfied
Neither Satisfied nor Dissatisfied
Dissatisfied
Very Dissatisfied
Other:

7. Please describe how you would like to receive recognition that you are doing a good job.

8. Considering everything, how satisfied are you with your job?

Very Satisfied
Satisfied
Neither Satisfied nor Dissatisfied
Dissatisfied
Very Dissatisfied
Other:

9. Please describe why you are or aren't satisfied with your job and what changes you would
make to improve your satisfaction.

10. Considering everything, how satisfied are you with your pay?

Very Satisfied
Satisfied
Neither Satisfied nor Dissatisfied
Dissatisfied
Very Dissatisfied
Other:

11. Please describe why you are or aren't satisfied with your pay and what changes you would
make to improve your satisfaction.

12. Considering everything, how satisfied are you with your organization?

94

Very Satisfied
Satisfied
Neither Satisfied nor Dissatisfied
Dissatisfied
Very Dissatisfied
Other:

13. Please describe why you are or aren't satisfied with your organization and what changes you
would make to improve your satisfaction.

95

Appendix E
Qualitative Data Survey and Results

What is your current grade?

GS 1 - 4 /NH-01
GS 5 - 11/NH-02
GS 12 - 13/NH-03
GS 14 - 15/NH-04
Other:

How satisfied are you with your involvement in decisions that affect your work?

Very Satisfied
Satisfied
Neither Satisfied nor Dissatisfied
Dissatisfied
Very Dissatisfied
Other:

96

How satisfied are you with the information you receive from management on what's going on
in your organization?

Very Satisfied
Satisfied
Neither Satisfied nor Dissatisfied
Dissatisfied
Very Dissatisfied
Other:

How satisfied are you with the recognition you receive for doing a good job?

Very Satisfied
Satisfied
Neither Satisfied nor Dissatisfied
Dissatisfied
Very Dissatisfied
Other:

97

8. Considering everything, how satisfied are you with your job?

Very Satisfied
Satisfied
Neither Satisfied nor Dissatisfied
Dissatisfied
Very Dissatisfied
Other:

10. Considering everything, how satisfied are you with your pay?

Very Satisfied
Satisfied
Neither Satisfied nor Dissatisfied
Dissatisfied
Very Dissatisfied
Other:

98

12. Considering everything, how satisfied are you with your organization?

Very Satisfied
Satisfied
Neither Satisfied nor Dissatisfied
Dissatisfied
Very Dissatisfied
Other:

99

Appendix F
Professional Discussion Data Extrapolation Matrices

Professional
Discussion Forum
#1
Pay
AcqDemo
Conversion
Initial bonus
Retention bonus
Performance
Culture
Work-life balance
CORB/COT prep
Telework
Training
Recognition
Award system
revision
General
unawareness
Communication
Training
Opportunities
Professional
Discussion
Forum #2
Pay Retention bonus
Performance
Culture
Evaluations
Telework
Assignment
options
Recognition
Award system
revision
Favoritism
Communication
SCAP
Rotation/Offsite

100

Professional
Discussion Forum
#3
Pay
Initial bonus
Moving stipend
Pay vs training
causality
Performance
Culture
Evaluations x 2
Lack of growth
Performance
bonus
Communication
Informal
channels
Buyers lacking
information
Recognition
Award system
revision
Favoritism
Professional
Discussion
Forum #4
Pay Cost of living
Performance
Culture
Organizational
Situational
Awareness
Novice-level
training sessions
Training
Retention bonus
Communication
Rotations/Offsite
Rotations/Offsite
Recognition Favoritism

101

Professional
Discussion Forum
#5
Pay
Security
clearance bonus
Initial bonus
Performance
Culture
Telework
CORB/COT prep
Training
Communication SCAP

102

103

Appendix G
University of Southern California’s Institutional Review Board Approval

104

105

106

107

108

109

110

111

112

113

114

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Abstract (if available)

Abstract The purpose of this study is to develop a process that evaluates current workplace satisfaction trends at the Los Angeles Air Force Base Space and Missile Systems Center to facilitate retention reform, but also create a talent management retention model and template for other organizations within the United States Air Force and the United States Space Force to use when formulating their respective workplace satisfaction goals, strategies, and tactics. Foundational to this study was data collection and feedback from internal and external stakeholders, employee feedback, existing policies, and senior-level guidance to create a feasible, practical, and replicable model. ❧ The methodology for developing a strategic talent management retention model focuses on improving retention through a pragmatic worldview and ontological assumptions at the Los Angeles Air Force Base Space and Missile Systems Center and, ultimately, the other United States Air Force and the United States Space Force acquisition communities. The methodology was predicated on a mixed-methods research course of action via non-identifiable surveys and in professional discussions that stimulated an environment to identify emerging themes, collaboration, and synergetic decision-making involving key leaders and employees. ❧ This research sought to identify priority areas of concern for employees that affect workplace satisfaction by employing ontological assumptions through a sequential process to alleviate issues that contribute to the degradation of overall organizational health. The creation of this talent management retention model was the nexus of literature, data collection, and practice as determined from data and feedback from internal and external stakeholders, employee feedback, and senior-level guidance. ❧ The creation of the talent management retention model was constructed under the theory that a concerted yet flexible sequential 12 action-item model would serve best to rectify negative retention trends while also serving as a templated framework for other acquisition talent management directorates to use when identifying their respective retention friction points.

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Asset Metadata

Creator McCadney, Myles S. (author)

Core Title A strategic talent management retention model: an effective way to shape the United States Space Force

School School of Policy, Planning and Development

Degree Doctor of Policy, Planning & Development

Degree Program Planning and Development,Policy

Degree Conferral Date 2021-08

Publication Date 07/24/2021

Defense Date 05/17/2021

Publisher University of Southern California (original), University of Southern California. Libraries (digital)

Tag Air Force,change management,Department of Defense,human resources,Military,OAI-PMH Harvest,organizational health,retention,Space Force,strategic planning,talent management,workforce management,workplace satisfaction

Format application/pdf (imt)

Language English

Contributor Electronically uploaded by the author (provenance)

Advisor Southers, Erroll (committee chair), Ong, Tomson (committee member), von Winterfeldt, Detlof (committee member)

Creator Email mccadney@usc.edu,myles.mccadney@aluni.usc.edu

Permanent Link (DOI) https://doi.org/10.25549/usctheses-oUC15268636

Unique identifier UC15268636

Legacy Identifier etd-McCadneyMy-9857

Document Type Dissertation

Format application/pdf (imt)

Rights McCadney, Myles S.

Type texts

Source University of Southern California (contributing entity), University of Southern California Dissertations and Theses (collection)

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Repository Name University of Southern California Digital Library

Repository Location USC Digital Library, University of Southern California, University Park Campus MC 2810, 3434 South Grand Avenue, 2nd Floor, Los Angeles, California 90089-2810, USA

Repository Email cisadmin@lib.usc.edu