Date of Conferral



Doctor of Business Administration (D.B.A.)


Business Administration


Lisa Kangas


Talented employee turnover in nonprofit organizations has the potential for excessive costs and unfavorable outcomes. Nonprofit organization managers are concerned with retaining talented employees not only to sustain competitive advantage but also to continue to provide essential services. Grounded in person-organization fit theory, the purpose of this qualitative single case study was to explore strategies that four nonprofit organization managers in the southern United States use to increase employee retention. Data were collected using semistructured interviews and a review of organizational retention documents. Through Yin’s five-step data analysis process and thematic analysis, four themes were identified: (a) employ competitive benefits and compensation, (b) foster an innovative and engaging organizational culture, (c) enable employee development, and (d) maintain high levels of employee satisfaction. A key recommendation is for nonprofit managers to provide intrinsic and extrinsic rewards to improve culture. The implications for positive social change include the potential to retain talented employees and better serve local and socially disadvantaged communities.

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