Date of Conferral
6-27-2024
Date of Award
June 2024
Degree
Doctor of Business Administration (D.B.A.)
School
Business Administration
Advisor
Michael Campo
Abstract
Employee turnover in the U.S. power industry continues to be a challenging issue. Leaders of U.S. power organizations tend to be concerned about employee turnover, which has a negative impact on productivity and profitability. Grounded in Herzberg’s hygiene-motivator theory, the purpose of this qualitative pragmatic inquiry was to identify and explore successful strategies that some U.S. power company leaders use to improve employee retention. The participants were seven business leaders from seven power companies across the Midwestern United States who successfully implemented strategies to improve employee retention. Data were collected using semistructured interviews and company website information. Through thematic analysis, four themes were identified: (a) a happy work environment characterized by communication and trust, (b) work relationships centered around treatment and teamwork, (c) workplace policies that showed some leniency and flexibility, and (d) job engagement. A key recommendation is for power organization leaders to develop a workplace environment that is engaging and promotes a healthy work-life balance. The implications for positive social change include the potential to improve employee retention and corporate profitability, which can increase tax revenues that can be used to support community programs.
Recommended Citation
Schulz, Michael Robert, "Employee Retention Strategies of the U.S. Power Industry" (2024). Walden Dissertations and Doctoral Studies. 15984.
https://scholarworks.waldenu.edu/dissertations/15984
