Date of Conferral

9-19-2025

Degree

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

School

Business Administration

Advisor

LeVita Bassett

Abstract

Employee retention challenges in small businesses can undermine organizational effectiveness and profitability. Small business leaders in the Midwestern United States service industry are particularly concerned with ineffective human resource (HR) strategies, as these shortcomings often contribute to reduced workforce engagement and higher turnover. Grounded in the resource-based view (RBV) theory, the purpose of this qualitative pragmatic inquiry study was to explore successful HR strategies that small business leaders in the Midwestern United States service industry use to sustain organizational effectiveness and overall profitability. The participants were six HR leaders from small service firms who had successfully implemented HR practices that enhanced organizational performance. Data were collected through semistructured interviews and a review of publicly available organizational documents. Using thematic analysis, three themes emerged: (a) leading with purpose and vision, (b) supporting engagement through individual needs and inclusive cultures, and (c) sustaining engagement with structured communication, training, and performance systems. A key recommendation is for small business leaders to align employee development initiatives with business goals, remove engagement barriers through inclusive leadership, and build trust-based communication systems to strengthen retention and adaptability. The implications for positive social change include the potential to help small service firms cultivate engaged and resilient workforces, strengthen local economies, improve service quality, and enhance employee well-being.

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