Date of Conferral

3-7-2025

Degree

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

School

Business Administration

Advisor

Michael Campo

Abstract

Employee turnover poses a significant threat to the stability and growth of businesses, particularly in the restaurant industry. Independent restaurant owners and managers are especially concerned about the consequences of high turnover rates, which can negatively impact their operations. This includes disruptions in productivity, declines in profitability, and diminished competitiveness, all of which undermine the long-term viability of their establishments. Grounded in Herzberg’s two-factor theory, the purpose of this qualitative pragmatic inquiry was to explore effective strategies employed by leaders of independent U.S. restaurants to retain employees. The participants included 10 leaders from independent Florida-based restaurants, each with at least 5 years of experience and a track record of successful employee retention practices. Interviews were conducted using semistructured questions for data collection. The findings of the thematic analysis revealed five themes: (a) creating a supportive work environment, (b) navigating early-stage implementation challenges, (c) adapting leadership strategies based on experience, (d) utilizing informal systems and processes, and (e) employing motivational strategies and role rotation. A key recommendation is that independent restaurant leaders adapt their strategies based on employee feedback and evolving business needs. The implications for positive social change include the potential for retaining skilled employees in independent restaurants, which enhances the long-term viability of these businesses. This, in turn, can have a positive impact on the local economy and community well-being.

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