Date of Conferral
2-12-2025
Degree
Doctor of Business Administration (D.B.A.)
School
Management
Advisor
Wen-Wen Chien
Abstract
Hiring managers in the automotive manufacturing industry have consistently faced high turnover rates compared to other sectors, prompting efforts to understand the factors influencing employees' intention to leave. Recognizing the impact of turnover on profitability and knowledge retention, these managers require deeper insights into the underlying relationships to develop effective mitigation strategies. Grounded in Herzberg’s motivation-hygiene theory, the purpose of this quantitative correlational study was to examine the relationship between interpersonal relationships, recognition, and turnover intention. The participants consisted of 155 first-line supervisors within the automotive industry in the Midwest United States who responded to the Minnesota Satisfaction Questionnaire Recognition Subscale, Workplace Friendship Scale, and six-item Turnover Intention Scale. The results of the multiple linear regression were statistically significant, F(2,141) = 14, p < .001, R2 = .154. In the final model, one predictor, recognition, was statistically significant (B = -0.403, t = -4.058, p < 0.001). A key recommendation is for business leaders to consider employee recognition when designing initiatives to reduce turnover intention. The potential implications of positive social change include enhanced employee retention, which may lead to higher wages and increased income tax revenues. These financial gains could, in turn, bolster funding for local social programs and infrastructure, benefiting communities.
Recommended Citation
Carlin VI, James Edward, "Employee Turnover Intention in Automotive Manufacturing: An Examination of Job Satisfaction Components for Leaders" (2025). Walden Dissertations and Doctoral Studies. 17337.
https://scholarworks.waldenu.edu/dissertations/17337
