Assignment Task:
Alison
Bank Problem Statement
Problem Statement Error Identification and Remedy
Upon reading the CURRENT Bank problem statement, the initial error that really jumps out is the last sentence in which the topic jumps from bank leadership to Information technology (IT) leadership for specific problem to be addressed while also focusing on remote workers and knowledge sharing verses the bank problem information and general problem of employee retention, productivity, and work life balance (Canvas [DB] 1, 2025). This problem can be mitigated by rewriting the specific problem statement to align with the bank problem information provided. The next red flag that stands out is the location of the problem statement is Atlanta, Georgia and not Austin, Texas. Correcting the location in the specific problem would be the proper action. The third source used to define and support the general problem statement sentence was about health care workers and competitive benefits of the organizations which lead to high turnover, which was not a reason for the bank's problems according to the bank problem information and the general problem statement sentence. This source should be stripped out and replaced with a more adequate supporting source. Additionally, the fourth sentence of the source for support is missing a citation, so it is either an idea, opinion, or missing critical information. The proper correction for this would be to either remove the sentence and incorporate a new source supporting sentence or add the citation to the end of the sentence in proper APA 7th edition format (Moore, 2022). One last nitpicking note on the current bank problem statement is the format of the supporting sentences; Moore (2022) uses the format of using the authors are the start of the supporting sentences for the problem that would be the better course of writing then what was used in the current bank problem statement.
Corrected Problem Statement plus Research Question
The general problem to be addressed is challenges leadership faces with job mitigation resulting in lowered employee retention, decreased productivity, low morale, toxic work environment, and loss of customers. Al-Harthy et al. (2024) notes that the organizations source of success is reliant up the retention of resolute and motivated employees and that leadership should make that a top priority in strategic management as a result. Miller et al. (2023) found in studies on nurses, that burnout (cynical and destructive work attitudes) happens to the overworked, unstaffed employees due to mismanagement of workload by leadership. Malik et al. (2023) noted that when leadership provides knowledge, tools, and experience to the employees they empower them to work more efficiently leading to increase morale, productivity, and retention of employees. Sani and Toyin (2024) found that an employee's work life balance is critical in employee attitudes at work impacting their stress levels at the job, their satisfaction with their job and retention thereof, as well as their productivity at work; also noting that leadership plays a accompanying role in this work life balance of the employees. The specific problem to be addressed is the possible challenges leadership faces in workload balance within the bank at Austin, Texas resulting in the potential loss of employee retention, morale, productivity, overall loss of customers, and toxic work environment.
What is the role of knowledge-oriented leadership and employee retention in banks? What is the role of employee empowerment in customer retention? What is the role of spiritual leadership on employee morale and job satisfaction? Need Assignment Help?
References:
Al-Harthy, B., Harthi, A. A., & Yusof, R. B. (2024). Conceptual paper on strategic human resources management practices and employee retention. Global Business and Management Research: An International Journal, 16(4S), 1899-1915.
Malik, M., Abbas, M., & Imam, H. (2023). Knowledge-oriented leadership and workers' performance: Do individual knowledge management engagement and empowerment matter? International Journal of Manpower, 44(7), 1382-1398.
Miller, A. G., Burr, K. L., Juby, J., Hinkson, C. R., Hoerr, C. A., Roberts, K. J., Smith, B. J., Strickland, S. L., & Rehder, K. J. (2023). Enhancing Respiratory Therapists' Well-Being: Battling Burnout in Respiratory Care. Respiratory Care, 68(5), 692-705.
Moore, E. (2022/2023). Effective problem statements & research questions. Liberty University.
Sani, K. F., & Toyin, A. A. (2024). Work-life balance: Does leadership matter? Employee Relations, 46(2), 269-286.
Augustine
Problem Statement: Error Identification and Remedy
Using Moore (2022) as a guide, this section will examine this week's problem statement example to identify errors and propose solutions to those errors. The first sentence does an adequate job of explaining how the problem leads to poor performance, but it lacks precision in describing the problem within the context of banking. Additionally, Moore (2022) suggests replacing the surveyed verbiage in the problem statement with "The general problem to be addressed." The following three sentences suffer from sources that have little to no relevance to banking, point out issues that do not explain customer retention problems related to workload management, and are missing or outdated sources. To remedy these errors, Moore (2022) suggests using sources published within the last five years and focusing on a specific industry, which will be demonstrated in the next section, along with his template for writing problem statements.
Corrected Problem Statement plus Research Question
Corrected Problem Statement
The general problem to be addressed is that added stress from increased workloads and a lack of support from banking leadership has resulted in declining retention and performance of banking employees, as well as worse customer service. Roy et al. (2023) reported that stress can temporarily enhance performance in bankers, but that if this stress persists, employees are more likely to leave the company. Kim and Yeo (2025) found that bank employees' performance and retention are influenced by stress and satisfaction, which also impact the quality of customer satisfaction. Alzghoul and Khaddam (2024) state that bank employee retention is directly influenced by managers performing talent management and career development. Islam et al. (2023) demonstrated an improvement in bank employees' performance and retention when the bank's management engages with employees and is actively involved in their work. The specific problem to be addressed is that the bank leaders at the bank in Austin, Texas,are not able to retain or reduce work stress for the bank's employees, resulting in decreased customer satisfaction, employee performance, and employee retention.
Corrected Research Question
What best practices can the leaders of the bank in Austin, Texas, implement to address employee performance issues and stress, ultimately leading to increased customer satisfaction and improved employee retention rates?
References:
Alzghoul, A., &Khaddam, A. (2024). Enhancing employee retention in banks: Analyzing the role of talent management, career development, and bank culture. Banks and Bank Systems, 19(4), 96-111.
Islam, M. S., Amin, M., Feranita, F., & Karatepe, O. M. (2023). High-involvement work practices, work engagement, and their effects on bank employees' turnover intentions: The moderating role of functional competence. International Journal of Bank Marketing, 41(6), 1360-1388.
Kim, L., & Yeo, S. F. (2025). From side effects to work attitudes influencing customer service quality: Moderating impacts of work experience in the banking industry. International Journal of Quality and Service Sciences, 17(5), 1-19.
Moore, E. M. (2022). Effective problem statements & research questions (Version 2.1) [Unpublished manuscript]. Liberty University, School of Business.
Roy, S. K., Khan, M. R., &Shanto, N. I. (2023). Bankers' job stress, job performance, and job commitment trajectories during the COVID-19 pandemic. Journal of Entrepreneurship, Management and Innovation, 19(3), 203-228.