Date of Conferral



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




Gwendolyn Dooley


The high rate of employee turnover in the staffing industry is costly and impedes sustainability of employment agencies. The focus of this qualitative single case study explored strategies that 10 human resource managers (HRMs) and 5 HR directors used to retain recruiting staff at one regional recruiting agency in the southeastern region of the United States. The target population and research site were selected because of prior success in employee retention strategies. The conceptual framework grounding this study was sustainability theory. Methodological triangulation was achieved with semistructured interviews and focus group data. Data were thematically analyzed using Atlas.ti7, and all interpretations from the data were member checked to ensure the trustworthiness of findings. Emergent themes from the analysis revealed that these HRMs and HR directors increased employee job training, improved transparency in strategic planning and business practices, and enhanced communication of their employees' roles and responsibilites. The application of the findings may contribute to social change by providing HRMs and directors with insights that could improve employee retention and organizational sustainability. Stakeholders may benefit from an increased understanding of employee retention strategies and potentially reduce employee turnover for the local community.