Date of Conferral

10-12-2026

Date of Award

October 2026

Degree

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

School

Management

Advisor

Warren Lesser

Abstract

Employee turnover remains a persistent challenge in the restaurant industry, affecting service quality, operational performance, and organizational sustainability. Restaurant leaders are concerned because employee retention issues reduced customer satisfaction and business viability. Grounded in McClelland’s achievement motivation theory, the purpose of this qualitative pragmatic inquiry was to explore strategies some restaurant managers successfully used to improve employee retention. Participants included seven restaurant managers in a Mid-Atlantic state who had developed effective strategies to retain employees. Data were collected through semistructured interviews as well as a review of publicly available documents and internal documents that participants chose to share. Using Yin’s thematic analysis model, four themes were identified: (a) leading by example, (b) invigorating workplace culture, (c) organizational fit in hiring and training, and (d) work-life balance. One key recommendation is that restaurant managers should provide supportive leadership to cultivate positive workplace relationships. The implications for positive social change include the potential to improve employee job satisfaction and income stability as well as strengthen the customer experience and quality of life for local citizens.

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