Date of Conferral

9-5-2025

Degree

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

School

Business Administration

Advisor

Mary Daniels

Abstract

Employee retention is essential for sustaining organizational stability and performance, particularly in the financial services industry, where turnover disrupts client relationships and reduces productivity. This challenge matters to bank leaders seeking efficiency, employees pursuing career stability, clients depending on consistent service, and communities relying on strong financial institutions. The purpose of this qualitative pragmatic inquiry study was to explore strategies that midlevel bank managers in U.S. branches used to reduce employee turnover. Guided by Herzberg’s two-factor theory, the study examined how intrinsic motivators, growth opportunities, autonomy, appreciation, and work–life balance shaped loyalty and commitment. Data were collected through semistructured interviews with 14 midlevel banking professionals and analyzed using thematic analysis. Findings indicated that relational and experiential factors, rather than transactional incentives, were most influential in supporting manager retention. Employees were more committed when they felt valued, aligned with organizational mission, and empowered to contribute to change. Effective practices included stay interviews, leadership roundtables, and targeted development retreats. The results provide actionable insights for banking executives and human resource professionals seeking to foster inclusive, consistent, empowering workplace cultures. By emphasizing intrinsic motivators and leadership capacity, organizations may reduce costly turnover and sustain long-term engagement. The implications for positive social change include enabling banking executives and human resource leaders to foster equitable, sustainable work environments that support midlevel leadership and enhance financial stability.

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