Date of Conferral
4-10-2024
Date of Award
April 2024
Degree
Doctor of Business Administration (D.B.A.)
School
Business Administration
Advisor
Gwendolyn Dooley
Abstract
Employee turnover consists of tangible and intangible costs that burden frontline supervisors and limit organizations’ profitability. During turnover, frontline supervisors bear the costs of losing the outgoing employee and the expenses of replacing the employee, which can be double the employee’s annual salary. Grounded in social exchange theory, the purpose of this qualitative pragmatic inquiry was to explore strategies that six frontline supervisors used to mitigate employee turnover. The data collected from semistructured interviews were thematically analyzed, resulting in four major themes: (a) communication, (b) supervisor support, (c) employee engagement, and (d) rewards and recognition. The primary recommendation is for organizational leaders to establish an environment where frontline supervisors cultivate positive relationships with their employees to boost employee engagement and commitment. The implications for positive social change include opportunities for employees and organizational leaders to dedicate additional resources to their communities based on increased financial stability and reduced unemployment periods, which can benefit members of the community who need assistance.
Recommended Citation
Amos, Patrina, "Frontline Supervisors’ Strategies to Mitigate Employee Turnover" (2024). Walden Dissertations and Doctoral Studies. 15642.
https://scholarworks.waldenu.edu/dissertations/15642
