Date of Conferral
2022
Degree
Doctor of Business Administration (D.B.A.)
School
Management
Advisor
Dr. Patsy Kasen
Abstract
Direct care professionals assist people with intellectual and developmental disabilities with health care services in the consumer's home, community based residential setting, hospitals, and vocational settings. The high turnover rate of direct care professionals working in mental health organizations may jeopardize many services, including administrative, medical, and provisions for the individuals they serve. Retaining direct care professionals is vital due to the expected demand for direct care jobs in the future. Grounded in Herzberg’s two-factor theory, this qualitative multiple case study explored leadership strategies managers from mental health organizations use to retain direct care professionals. Participants were eleven managers from three mental health organizations located in the southeastern United States that have effectively implemented strategies to retain direct care professionals. Data were collected using semistructured interviews, employee handbooks, and employee turnover reports. Four themes emerged from the analyses, (a) communication, (b) training, (c) advancement opportunities, and (d) employee incentives. A key recommendation for managers at mental health organizations is to design a recruitment and retention program that promotes hiring qualified direct care professionals. The implication for positive social change includes increasing managers' awareness of leadership strategies used to retain direct care professionals, favorably impacting community and social services to individuals with intellectual and developmental disabilities by expanding access to housing, rehabilitative services, transportation, and social participation.
Recommended Citation
Foster, Theresa, "Strategies Mental Health Managers Use to Reduce Direct Care Employee Turnover" (2022). Walden Dissertations and Doctoral Studies. 13361.
https://scholarworks.waldenu.edu/dissertations/13361
