Overview
Patrick Reinard
Sep 3 9:51amThis problem statement is very confusing. The first line starts with a survey, which is for gathering information, not a research question or a problem statement. The second line is a survey result; it is not a suitable problem statement. The next few lines have nothing to do with the bank problem, and then they finish with a different problem statement from the IT world, not the banking world. The proper problem statement would be something like.
The general problem is that bank leadership is reactive, not proactive, which makes it hard to retain employees and keep the remaining staff focused. Gelencsér et al. (2023) explain that reacting to problems is harder on employees than looking ahead and planning for them. Labro & Omartian (2023) question leadership's approach to issues and how it retains employees. Vui-vee & Khoo (2020) explain that many Gen Y employees are hard to retain unless job duties are set beforehand; Gen Y is not good with the phrase other duties as assigned resulting in a higher turnover rate. This creates more work for the rest of the team. The specific problem to be addressed is how bank leadership can improve employee morale, resulting in less turnover and happier employees.
Qualitative Research Question: How can leaders keep up with employee job satisfaction in multigenerational teams?
Gelencsér, M., Szabó-Szentgróti, G., Zsolt Sándor Kőmüves, & Hollósy-Vadász, G. (2023). The Holistic Model of Labor Retention: The Impact of Workplace Wellbeing Factors on Employee Retention. Administrative Sciences, 13(5), 121. https://doi.org/10.3390/admsci13050121Links to an external site.
Labro, E., & Omartian, J. D. (2025). Managing Employee Retention Concerns: Evidence from U.S. Census Data. The Accounting Review, 100(1), 353–379. https://doi.org/10.2308/TAR-2021-0363Links to an external site.
Vui-Yee Koon, & Khoo, P. (2020). The Effect of Work Fulfillment on Job Characteristics and Employee Retention: Gen Y Employees. Global Business Review, 21(2), 313-327. https://doi.org/10.1177/0972150918778912Links to an external site.