Retail Store Managers’ Strategies to Reduce Employees’ Voluntary Turnover
Date of Conferral
11-7-2023
Degree
Doctor of Business Administration (D.B.A.)
School
Business Administration
Advisor
Theresa Neal
Abstract
Employee voluntary turnover can adversely affect the retail industry workforce and business success. Retail managers are concerned with high voluntary turnover as it leads to high hiring costs, poor customer service, and low productivity for store managers. Grounded in Vroom’s expectancy theory and Ajzen’s theory of planned behavior, the purpose of this qualitative multiple case study was to explore strategies retail store managers use to reduce employees’ voluntary turnover. The participants were five store managers from five Delaware retail stores who successfully reduced employee voluntary turnover. Data were collected using semistructured interviews and a review of publicly available company documents. Using thematic analysis, four themes emerged: (a) effective training, (b) competitive wages and compensation, (c) building relationships and trust between employees and their managers, and (d) empowering employees. A key recommendation is for retail managers to prioritize building relationships with employees by actively listening to their concerns and providing career development to foster inclusiveness in the workplace. The implications for positive social change include the potential to lower unemployment rates and reduce economic instability. Additionally, increased profits support local projects, such as building roads and providing educational opportunities for underprivileged citizens.
Recommended Citation
Ofum, Afum Nse, "Retail Store Managers’ Strategies to Reduce Employees’ Voluntary Turnover" (2023). Walden Dissertations and Doctoral Studies. 15047.
https://scholarworks.waldenu.edu/dissertations/15047
