Date of Conferral
5-22-2024
Date of Award
May 2024
Degree
Doctor of Business Administration (D.B.A.)
School
Business Administration
Advisor
Inez Black
Abstract
Employee voluntary separation is potentially hindering the growth and stabilization of small- to mid-sized organizations. Grounded in Bandura’s social cognitive theory, the purpose of this qualitative multiple case study was to explore strategies successful HR leaders use to promote employee retention and reduce employee voluntary separation. The participants consisted of five HR leaders of small- to mid-sized service worker industry organizations in several counties within the state of Maryland who demonstrated success in promoting employee retention and decreasing employee turnover. Data were collected from semistructured interviews, worksite reports, fiscal strategic plans, and results-based accountability reports. Through thematic analysis, five themes were identified: (a) recognition and nonmonetary incentives, (b) communication, (c) professional development, (d) strong leadership, and (e) compensation. Key recommendations for HR leaders are to consider an employee-centric approach to strategizing retention plans and build a strong leadership and communication network among the organizational member body. The implications for positive social change include the potential to retain employees, reduce turnover, increase employee engagement, and stimulate economic growth of the communities in which the organizations’ employees reside.
Recommended Citation
Tucker, Brenda, "Human Resources Strategies to Promote Employee Retention and Reduce Turnover" (2024). Walden Dissertations and Doctoral Studies. 15824.
https://scholarworks.waldenu.edu/dissertations/15824
