Date of Conferral

11-20-2024

Degree

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

School

Business Administration

Advisor

Kathleen Andrews

Abstract

Some leaders of nonprofit organizations lack effective strategies for implementing professional development programs that could improve the retention of key talent. Retaining experienced, high-performing employees is a top concern for nonprofit leaders, as these individuals are vital to the organization's success and overall performance. Grounded in the human capital theory and Herzberg’s two-factor theory, this qualitative pragmatic inquiry was conducted to explore the strategies employed by nonprofit organization leaders to implement successful professional development programs aimed at increasing the retention of key talent. The participants were eight business leaders from nonprofit organizations in the United States who have professional development strategies to retain key talent. Data were collected through semi-structured interviews, articles, publicly available websites, and social media information, as well as documentation from nonprofit hubs and newsletters. Using methodological triangulation and thematic analysis, four key themes that emerged from the data were: (a) investing in growth and career advancement, (b) leadership development skills, (c) building better networking and effective communication, and (d) professional development. A key recommendation is for nonprofit leaders to contact grantors to invest in professional development programs to improve overall performance and retain high-caliber employees. The implications for positive social change include the potential to improve career growth and professional development initiatives, which could increase employee retention rates and, ultimately, enhance the support provided to the communities these organizations serve.

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