Date of Conferral
2020
Degree
Doctor of Business Administration (D.B.A.)
School
Business Administration
Advisor
Christopher Beehner
Abstract
Leaders in the human services special needs industry are experiencing a high turnover of special needs workers. Employee turnover adds high costs to the budgets of human services special needs organizations. Grounded in Herzberg’s motivation-hygiene theory, the purpose of this multiple case study was to explore strategies managers of human services special needs organizations used to reduce employee turnover. Participants comprised 8 managers of human services special needs organizations in South Carolina who have successfully implemented strategies to mitigate employee turnover. Data were collected from face-to-face semistructured interviews and reviews of organizations’ human resources documents, such as employee turnover data, employee satisfaction surveys, and reports from board and commission meetings. Thematic analysis revealed three themes: employee compensation, employee job satisfaction, and a positive working environment. A key recommendation for leaders in the human services special needs industry is to increase job satisfaction by developing better relationships with subordinates and improving working environments by implementing employee recognition and appreciation programs. Implications for positive social change include potential reduced unemployment rates, resulting in increased tax revenue for funding programs and services beneficial for the represented communities and the special needs clients that are served by these programs.
Recommended Citation
James, Kenneth Lemar, "Strategies to Mitigate Employee Turnover in the Human Services Special Needs Industry" (2020). Walden Dissertations and Doctoral Studies. 10142.
https://scholarworks.waldenu.edu/dissertations/10142
