Date of Conferral

5-8-2024

Date of Award

May 2024

Degree

Ph.D.

School

Public Policy and Administration

Advisor

James Beeks

Abstract

High turnover creates a vicious cycle that affects employees with further shortages and turnover. This study explored the lived experiences and perceptions of a government employer and employees about turnover, turnover intentions, and the government’s leadership effectiveness using Heidegger’s phenomenological research methods. The theoretical frameworks that grounded the study were Herzberg’s motivation-hygiene theory, public service motivation theory, and corporate social responsibility theory. The study questions focused on stakeholders’ perceptions and lived experiences of the government’s leadership effectiveness in addressing the impacts of high turnover, as well as the employees’ consequent reactions to the government’s leadership approach. Participant data were collected and analyzed using manual and software analyses and demonstrated poor motivations, negative employee reactions, and knowledge gaps. The purposive and snowball sampling methods were used in selecting participants in a semistructured personal interview. The results indicated that the hospital administrators were limited by the government and were consequently overwhelmed, lackadaisical, and unprepared to resolve the vicious turnover impacts ravaging the public health sector. Recommended remedies include advocating to the government about empathically accepting the realities of labor shortages in the health sector. Additionally, the government should prioritize the effectiveness and efficiency of health sector infrastructure, administration, and stable workforce maintenance. The implications for positive social change involve carrying out effective health sector reforms and comprehensive training of all stakeholders involved in the public health industry.

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