| Summary: | 碩士 === 中華大學 === 科技管理學系 === 104 === After the streamlining of all the Taiwan defense forces, the Military Police Force (MPF) has been reduced to only one-half its original budgeted positions. The cuts dramatically affected the MP 202 Command which exercise mission responsibilities for the Capitol Defense, Special Assignments, Government Agency Security, Judicial Police, Counterterrorism Response, National Security Intelligence gathering, and support for the Tri-Services Armed Forces. These deployments necessitate a force with willingness for long-term assignments, manpower of high caliber, a reliable and loyal team able to respond expeditiously to meet both military crises or military operations other than war (MOOTW).
This study explores Taiwan’s existing MPF in an effort to elucidate present management and mission implementation affects on key factors underlying separation (attrition, turnover) desire and soldier retention willingness. The study seeks to elicit the most critical information reflecting soldiers and officer most heartfelt considerations, through a qualitative research methodology deploying in-depth interviewing among 13 soldiers and officers currently in-service. The study findings indicated that soldier’s expressed the greatest concern for leadership skills competency, diverse tasking, appropriate days off, equitable rewards and penalties, and time management, as these factors directly affected their retention willingness. As for the social prestige and image of being an MPF member, the nature of its work, the prospects for advancement, and family support, these factors exercised indirect affects on soldiers separation, attrition and turnover desire.
The study findings inform the following recommendations for retention improvement: 1Conduct periodic surveys to ascertain soldier and officer retention willingness. 2. Enhance opportunities for education, thereby improving leadership efficacy. 3. Provide for dedicated recruitment, reducing administrative burdens. 4. Reduce unnecessary tasking, ensure only professional disaster response. 5. Improve family bonds, striving to achieve family support. 6. Develop positive social images, and strengthen internal controls. 7. Adequately explain tasking and policies, ensuring optimal budget efficacy. 8. Deliver better soldier and officer benefits, implementing grassroots leadership suggestions for improvements, thereby reducing soldier separation, attrition and turnover desire, and concomitantly promoting, enhancing and strengthening service retention willingness.
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