Date of Conferral

4-23-2025

Date of Award

April 2025

Degree

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

School

Management

Advisor

Ify Diala-Nettles

Abstract

Healthcare business leaders encounter significant challenges related to employee engagement and retention across the United States. These healthcare business leaders are increasingly concerned with developing effective leadership strategies that promote employee engagement and ensure retention for periods extending beyond 5 years for improved organizational performance. Grounded in participative theory, the purpose of this qualitative pragmatic inquiry was to explore strategies business owners use to minimize employees’ intent to leave. The participants included six behavioral healthcare leaders in Monroe, Louisiana, United States, who successfully implemented strategies to engage and retain their employees for at least 5 years. Data were collected using publicly accessible government documents, publicly available information, and semistructured interviews. Through thematic analysis, seven key themes were identified: (a) leadership roles and responsibilities, (b) consistency in organization, (c) turnover reduction, (d) engagement and retention challenges, (e) turnover mitigation, (f) success evaluation metrics, and (g) supportive strategies and initiatives. A key recommendation is for behavioral healthcare leaders to adopt a mediation model that prioritizes open communication, strategic rewards, incentives, and employee wellness programs. The implications for positive social change include the potential for behavioral health administrators to implement employee engagement strategies that enhance job satisfaction, reduce turnover, and ultimately improve the mental health services available to community members, thereby strengthening economic and social well-being.

Download

Share

 
COinS