Date of Conferral

11-22-2024

Degree

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

School

Business Administration

Advisor

Pemm Kemp

Abstract

Employee turnover in the airline industry has been a timely and pressing problem. Some airline managers had not developed effective strategies to reduce employee turnover and mitigate turnover-related costs and organizational instability. Grounded in Herzberg et al.’s two-factor theory, the purpose of this qualitative pragmatic study was to explore effective strategies used by airline managers to reduce employee turnover and mitigate turnover-related costs and organizational instability. The participants were six airline managers in the United States who had developed effective strategies to minimize employee turnover and enhance organizational stability and profits. Data were collected using semi-structured interviews and publicly available company documents about employee retention strategies. Thematic analysis was conducted to identify three key themes. The first theme highlights that turnover in the high-stress, low-recognition aviation industry negatively impacts productivity, morale, and profit margins. The second theme emphasizes that airline managers can mitigate turnover by optimizing operations and enhancing employee benefits. The third theme underscores that fostering a positive organizational culture and actively addressing employee feedback can help reduce turnover. A key recommendation is for airline managers to provide full transparency related to job demands and resources available to employees. The implications for positive social change include the potential to maintain the continuity of airline operations and support employment in local communities by providing stable employment in airline companies, contributing to local economies.

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