Date of Conferral

10-27-2026

Date of Award

October 2026

Degree

Doctor of Business Administration (D.B.A.)

School

Management

Advisor

Ashley  Riebel

Abstract

High employee turnover remains a persistent and costly challenge for small retail businesses, undermining workforce stability and organizational performance. Without effective retention strategies, small retail business leaders risk increased operational costs, lower productivity, and reduced long-term competitiveness. Grounded in Maslow’s hierarchy of needs, the purpose of this qualitative pragmatic inquiry was to explore effective strategies that small retail business leaders use to implement flexible work arrangements to improve employee retention. The project population consisted of six small retail business leaders in the southeastern region of the United States. Data were collected through semistructured interviews and a review of publicly available documents. Through thematic analysis, four themes emerged: (a) personalized flexibility strengthens work-life balance and retention, (b) supportive communication creates the relational foundation for flexibility, (c) operational coordination makes flexibility sustainable, and (d) trust and accountability protect performance under flexible work. Based on the findings, small retail business leaders should implement individualized flexible work arrangements supported by open communication, structured operational processes, and clear performance expectations to improve employee retention. The implications for positive social change include the potential to improve employee well-being, strengthen organizational commitment, reduce employee turnover, and create more stable workplaces that benefit employees, their families, local businesses, and the communities they serve.

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