Date of Conferral
2023
Degree
Doctor of Business Administration (D.B.A.)
School
Business Administration
Advisor
Kathleen Andrews
Abstract
Employee turnover may lead to increased business costs, degradation of employee mental health, and more taxes on social programs. Managers of Generation Y employees are concerned with turnover because Generation Y employees tend to leave within 12 months of being hired. Grounded in the job embeddedness theory, the purpose of this qualitative multiple-case study was to explore management retention strategies to reduce Generation Y turnover. The participants were six managers of Generation Y employees from six retail businesses who successfully retained employees for more than 12 months. Data were collected using semistructured interviews, journal notes, and a review of public company websites. Through thematic analysis, three themes emerged compensation, benefits, and recognition; employee engagement and communication; and employee organizational relationship. A key recommendation is for managers to lead by example. Employee retention may increase when managers demonstrate that they are willing to do the same tasks that they delegate. The implications for positive social change include the potential to improve employees’ mental health by creating a more embedded workforce.
Recommended Citation
Askari, Michael, "Retention Strategies for Managers of Generation Y Employees" (2023). Walden Dissertations and Doctoral Studies. 13964.
https://scholarworks.waldenu.edu/dissertations/13964
