Date of Conferral
2022
Degree
Doctor of Business Administration (D.B.A.)
School
Business Administration
Advisor
Allen Endres
Abstract
Eighty-two percent of Jamaican workers are employed by micro, small, and medium-sized enterprises, but only 5.1% of private sector entrepreneurial endeavors remain open after 42 months of operations. This low survival rate can inhibit the ability of Jamaican business owners to support their families and provide goods and services to benefit local communities. Grounded in human capital theory, general systems theory, and social change theory, the purpose of this qualitative descriptive multiple case study was to explore strategies CHROs used to sustain the profitability of their private sector companies. Participants comprised three private-sector CHROs officers and three human resource officers (HROs) working in the private sector for over five years within three Jamaican private sector conglomerates in the private sector listed on the Jamaica Stock Exchange. Data from semistructured interviews, annual reports, and human resource-related policies provided the sources for data collection. Data were analyzed using thematic analysis, and the resulting themes were alignment, training and development, employee engagement, leadership programs, and onboarding. The main recommendation is for CHROs and HROs to use alignment mapping to understand the company's purpose and vision. Implications for positive social change include the potential for sustained profitability attained from higher human capital skills for higher paid jobs and standard of living, with increased income for the Jamaican government to fund social development programs.
Recommended Citation
Waugh, Peta gay Nadia, "Human Capital Management Strategies to Sustain Profitability of Private Sector Companies in Jamaica" (2022). Walden Dissertations and Doctoral Studies. 13882.
https://scholarworks.waldenu.edu/dissertations/13882
