Date of Conferral

6-23-2025

Degree

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

School

Management

Advisor

Michael Campo

Abstract

High employee turnover rates continue to represent a significant challenge for U.S. hotel organizations, impacting operational efficiency. Hotel leaders are concerned that turnover negatively affects profitability and organizational viability, making retention strategies critical for competitiveness. Grounded in Herzberg’s two-factor motivation-hygiene theory, the purpose of this qualitative pragmatic inquiry study was to identify and explore effective strategies that some business leaders in U.S. hotel organizations use to enhance employee retention. The participants were eight leaders who have implemented effective employee retention strategies in U.S. hotel organizations in Georgia. Data were collected using semistructured interviews, company website information, and publicly available documents. Through thematic analysis, four themes were identified: (a) total rewards, (b) work-life balance, (c) career development, and (d) work environment. A key recommendation is that hotel leaders develop and implement effective employee retention strategies to create an engaging workplace environment that promotes a healthy work-life balance and positively impacts organizational loyalty. The implications for positive social change include the potential for hotel leaders to develop a more resilient workforce, enhancing employee well-being and supporting local economies through increased job stability.

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