Date of Conferral

6-26-2024

Date of Award

June 2024

Degree

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

School

Business Administration

Advisor

Carol-Anne Faint

Abstract

Retail sales professionals have the highest turnover rates of approximately 40% in the United States. Retail business leaders see a continuous decline in sales due to understaffed workers in large apparel retailers leading to poor business performance. Grounded in Herzberg’s two-factor model theory, the purpose of this qualitative single case study was to explore strategies that some retail management teams use to retain sales professionals of large retailers in the Virginia peninsula and Portland, Oregon Metropolitan areas. The participants were five retail managers of four large apparel retailers who were successful in retaining sales professionals in their current roles within the retailer. Data were collected through semistructured telephone interviews, company documentation, and the use of one social media platform. Data were analyzed using Yin’s five-step approach. Five themes emerged: improved sales communication, supportive stress-free work environment, improved resources and effective sales training, improved sales incentives, and work-life balance. A key recommendation derived from this study is for retail management teams of large apparel retailers to build a continuous retention plan with integrated growth opportunities. The implications for positive social change include the potential for promoting new strategies for management teams to implement, which may improve sales performance and retention while adding more profit for the retailer.

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