Date of Conferral
2020
Degree
Doctor of Business Administration (D.B.A.)
School
Business Administration
Advisor
Gregory Washington Washington
Abstract
In 2017, the United States employee turnover rate for mental health workers with 2 or more years of experience was more than 50%. High turnover rates among these mental health workers are associated with inadequate quality of care for patients with mental health issues in community mental health clinics. Grounded in Herzbergâs two-factor theory, the purpose of this qualitative multiple case study was to explore retention strategies used by health care administrators to retain their mental health workers with more than 2 years of experience. The participants consisted of 6 health care administrators who successfully implemented strategies to minimize high turnover among mental health workers in the north Fort Worth, Texas area. Data were collected using semistructured interviews and analyzed using thematic analysis. Three major themes emerged: competitive compensation and incentives, flexible scheduling options, and positive reinforcement. Health care administrators should incorporate flexible scheduling options and improve compensation and incentives for mental health workers within their organizations. The implications for positive social change include the potential for health care administrators to enhance patient care and improve the quality of mental health services by implementing effective retention strategies to increase the number of qualified and experienced mental health workers in communities.
Recommended Citation
Young, Debbie L., "Strategies to Retain Mental Health Workers in Community Mental Health Clinics" (2020). Walden Dissertations and Doctoral Studies. 9514.
https://scholarworks.waldenu.edu/dissertations/9514
