Date of Conferral
7-3-2025
Degree
Doctor of Business Administration (D.B.A.)
School
Business Administration
Advisor
Brenda Jack
Abstract
High employee turnover in long-term care (LTC) facilities contributes to diminished care quality, low staff morale, and increased operational costs. LTC organizational leaders must address high turnover because it disrupts continuity of care, undermines team cohesion, and increases the burden of recruiting and training new staff. This qualitative multiple case study explored strategies used by human resource managers (HRMs) to improve staff retention and morale in LTC settings, motivated by the need to prevent workforce deterioration, enhance competitive advantage, and increase organizational profitability. Grounded in Herzberg’s two-factor theory, the purpose of the study was to identify evidence-based practices that effectively address turnover in a critically understaffed sector. Data were collected through semistructured interviews with six experienced HRMs from LTC facilities in the southeastern United States. Thematic analysis revealed four key strategies: (a) professional development, (b) recognition and rewards, (c) open communication, and (d) fostering a supportive work environment. A key recommendation is for HR leaders to implement structured mentorship and recognition programs to support retention. The implications of social change include improving employee well-being, reducing burnout, and enhancing the quality of care provided to aging and vulnerable populations in long-term care settings.
Recommended Citation
Gaines, Eleanor Denise, "Strategies for Reducing Employee Turnover in Long-Term Care" (2025). Walden Dissertations and Doctoral Studies. 18054.
https://scholarworks.waldenu.edu/dissertations/18054
