Date of Conferral

6-26-2025

Degree

Doctor of Public Administration (D.P.A)

School

Public Policy and Administration

Advisor

Richard Worch

Abstract

This professional administrative study explored the root causes of employee turnover at a nonprofit mental health organization, where turnover had reduced treatment consistency, increased emotional distress among clients, and decreased staff morale. The purpose of this study was designed to develop effective strategies to enhance retention, improve employee engagement, and support high-quality patient care through an application of the social exchange theory. The study addressed four practice-focused questions: (a) What are the underlying causes of turnover at this organization? (b) How can effective strategies be developed and implemented to reduce turnover? (c) How can the organization enhance employee engagement to promote job satisfaction and improve the quality of care? (d) What operational measures can support high-quality, consistent patient care despite staffing challenges? A qualitative case study design was used to analyze structured exit interviews completed by 10 former employees. The data included both Likert-scale survey responses and one open-ended question. An inductive thematic analysis was conducted using MAXQDA software. Five primary themes emerged: burnout and emotional strain, lack of supervisory support, limited career growth, compensation concerns, and work-life balance challenges. Recommendations included strengthening leadership, offering recognition, and providing flexible scheduling. A retention improvement brief was developed and presented to the organization. The findings contribute to public administration by offering actionable strategies to promote workforce sustainability and advance social change through improved mental health care access and continuity.

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