Date of Conferral
2022
Degree
Doctor of Business Administration (D.B.A.)
School
Business Administration
Advisor
James Glenn
Abstract
Employee turnover intention can lead to voluntary employee turnover, costing retail organizations millions of dollars annually. Retail business leaders who fail to address voluntary turnover intention face increased voluntary employee turnover and reduced operational performance. Grounded in equity theory, the purpose of this study was to examine the relationship between employee job performance, employee compensation, and voluntary turnover intention in the retail industry. Data were collected from 76 Texas retail store management employees using the Self-Rated Job Performance Survey, Compensation Survey, and Modified Turnover Intention Scale. The results of the multiple linear regression were significant, F (2, 73) = 4.43, p = .01, R² = .11, indicating that job performance and compensation explained 11% of the variance in turnover intention. Only job performance (β = .26, t = 2.39, p = .02) made a unique contribution to the model. A key recommendation is for business leaders to focus on retaining highly productive employees using nonmonetary incentives, including more paid time off, greater scheduling flexibility, and better healthcare options. The implications for positive social change include the potential to decrease unemployment and increase tax revenues, which may contribute to higher household incomes, standards of living, and tax revenues for social programs, benefiting residents in local communities.
Recommended Citation
Sewell, Donald Lynn, "Relationship Between Job Performance, Compensation, and Turnover Intention in the Retail Industry" (2022). Walden Dissertations and Doctoral Studies. 13769.
https://scholarworks.waldenu.edu/dissertations/13769
