Date of Conferral

9-24-2025

Degree

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

School

Management

Advisor

Amanda Wick

Abstract

Unsuccessful retention strategies for small businesses can significantly impact an organization's success. Small business leaders who struggle to retain employees beyond two years are at high risk of business uncertainty. Grounded in Freeman’s (1984) stakeholder theory, the purpose of this qualitative pragmatic inquiry research project was to identify and explore practical strategies that small business leaders use to retain employees beyond 2 years. The research project comprised eight small business leaders who had an effective strategy to retain employees for more than two years. Data were collected from semistructured interviews and publicly available documents. Through thematic analysis, five key themes emerged: (a) measurement, evaluation, and performance, (b) workforce development, recruitment, and retention, (c) operational efficiency, adaptability, and contingency planning, (d) navigating challenges and change resistance, and (e) strategic and visionary leadership. One primary recommendation for business leaders is to adopt structured recognition efforts, such as monthly employee appreciation events, to enhance retention. The implications for positive social change include the potential to empower workers, increase job satisfaction, support local workforce stability, and foster community development. Improved retention could also potentially contribute to reduced unemployment, improved public well-being, and stronger social cohesion.

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