Date of Conferral



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


Business Administration


Rollis Erickson


Small business owners who lack strategies to reduce high rates of voluntary employee turnover experience decreased organizational performance. Grounded in the two-factor theory, the purpose of this qualitative multiple case study was to explore strategies that small business owners use to reduce high voluntary employee turnover to increase organizational performance. Participants were four small business owners from Midwestern Illinois who successfully used strategies to reduce high voluntary employee turnover. Data were collected from semistructured interviews and internal documents and analyzed using thematic analysis. Four themes emerged: (a) employee turnover, (b) job satisfaction, (c) employee engagement, and (d) monetary incentives. A key recommendation is small business owners should develop employee feedback mechanisms and instill employees with a sense of purpose and direction. The implications for positive social change include the opportunity to increase economic growth in local communities, lower poverty, and improve the quality of life for local residents.

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