Date of Conferral



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


Business Administration


Mohamad Hammoud


AbstractHigh voluntary employee turnover remains one of the most critical issues managers are striving to resolve. A lack of strategies to reduce high voluntary employee turnover by hospitality managers leads to low employee retention and loss. Grounded in McClelland’s needs theory, the purpose of this multiple case study was to explore strategies hospitality small business leaders use to implement effective training programs leading to an acceptable level of employee retention. The participants were five hospitality small business leaders in the Washington, DC area who directed their companies’ training programs and increased employee retention through implementing effective training programs. Data were collected from semistructured interviews and company documents and were analyzed with thematic data analysis. Three themes emerged from the analysis: using one-on-one purpose-driven training, demonstrating investment in employees, and fostering a sense of open communication and community among staff members. One key recommendation was to offer regular opportunities for professional development to hourly and salaried workers. The implications for positive social change include the potential for increased employee job satisfaction and retention to increase customer satisfaction, which can create growth for businesses, thus providing jobs and tax revenues for communities.