Date of Conferral
2022
Degree
Doctor of Business Administration (D.B.A.)
School
Information Systems and Technology
Advisor
Frank Bearden
Abstract
Voluntary turnover of call center employees threatens productivity, service levels, the customer experience, and the financial stability of businesses. Airline business call center leaders should be concerned about the time, stress, and cost of hiring and training new employees and the negative impact on business outcomes. Grounded in Mitchell’s job embeddedness theory, the purpose of this qualitative single-case study was to explore strategies airline business call center leaders use to reduce voluntary turnover among customer service representatives. The participants were five leaders in an airline business call center located in Houston, Texas. Data were collected using semi-structured interviews and a review of organization documents. Through thematic, analysis, five themes emerged: (a) optimal employee-organizational job fit, (b) opportunities for upward and lateral mobility, (c) leadership support for employee engagement, (d) individualized personal and professional communication, and (e) flexibility to accommodate work-life balance. A key recommendation is for airline call center business leaders to pay more attention to the health and well-being of employees. The implications for positive social change include the potential for successful change initiatives that impact employee satisfaction and economic health for the airline industry and its’ customers.
Recommended Citation
Lott, Lisa, "Retention Strategies for Call Center Representatives in the U.S. Airline Industry" (2022). Walden Dissertations and Doctoral Studies. 14299.
https://scholarworks.waldenu.edu/dissertations/14299
