Date of Conferral
4-9-2024
Date of Award
April 2024
Degree
Doctor of Business Administration (D.B.A.)
School
Management
Advisor
Kathleen Andrews
Abstract
Company leaders have a decreased competitive advantage when losing their highly skilled manufacturing employees due to separation from the company. Grounded in Herzberg’s two-factor theory, the purpose of this qualitative single-case study was to explore strategies aeronautical leaders used to decrease separation rates among highly skilled manufacturing employees to gain a competitive advantage. The participants comprised eight frontline managers in southern California with 2 years or more experience using strategies to decrease separation in their organization. Data were collected through face-to-face semistructured interviews and analyzed using thematic analysis, resulting in four themes: pay and promotion; benefits and feedback; treatment from leadership; and performance, schedule, quality, and training. A key recommendation for aeronautical leaders is to be conscious of the tone used with the employees and not leave anything up to misinterpretation. The implications for positive social change include the potential to increase standards of living and employment opportunities. Organizations gaining a competitive advantage may lead to additional jobs and opportunities for residents to increase their contributions inside communities by spending tax revenues and supplementary disposable income in local economies.
Recommended Citation
Mileham, Rebecca J., "Strategies to Decrease Separation Rates Among Highly Skilled Manufacturing Employees to Gain a Competitive Advantage" (2024). Walden Dissertations and Doctoral Studies. 15635.
https://scholarworks.waldenu.edu/dissertations/15635
