Date of Conferral
10-13-2025
Degree
Doctor of Business Administration (D.B.A.)
School
Management
Advisor
Warren Lesser
Abstract
High turnover rates among clinical research staff present a business problem that reduces continuity, quality, and cost-effectiveness of clinical trials. This problem is important to clinical research managers because employee stability is essential for participant retention, regulatory compliance, and operational success. Grounded in the job embeddedness and transformational leadership theories, the purpose of this qualitative pragmatic inquiry was to identify and explore the effective strategies that some clinical research site managers use to reduce employee turnover in the southeastern United States. Data were collected through semistructured interviews with six clinical research leaders and triangulated with publicly available documents. Using Yin’s five-step analytical process, the analysis revealed six key themes: employee engagement and communication, supportive leadership and management practices, career development and growth opportunities, recognition and appreciation, work-life balance and flexibility, and financial incentives and compensation. One key recommendation is that clinical site managers should be trained to exemplify retention strategies, including flexible, employee-centered practices. The implications for positive social change include the potential for clinical research managers to implement targeted strategies that reduce employee turnover, thereby enhancing clinical trial outcomes, increasing access to high-quality medicines across diverse populations, and improving quality of life for community citizens.
Recommended Citation
Holston, Christina, "Strategies That Clinical Research Site Managers Use to Minimize Employee Turnover" (2025). Walden Dissertations and Doctoral Studies. 18499.
https://scholarworks.waldenu.edu/dissertations/18499
