Date of Conferral

11-14-2025

Date of Award

November 2025

Degree

Doctor of Public Administration (D.P.A)

School

Business Administration

Advisor

.Ashley Riebel

Abstract

A lack of effective strategies to improve employee retention and organizational performance is a concern for healthcare leaders. Without such strategies, organizations may incur costs through recruitment and training, reduce productivity due to workflow disruption and knowledge gaps, damage employee morale by increasing workloads for remaining employees, and harm the organization’s reputation, potentially affecting patient relationships, hindering growth, and eroding any competitive advantage. Grounded in Penrose’s resource-based view theory, this qualitative pragmatic inquiry was to identify and explore the effective strategies healthcare leaders use to improve employee retain and organizational performance. Participants were six leaders of healthcare organizations located in the southern United States with at least 5 direct reports and 3 years of management experience. Data were collected through semistructured interviews and analyzed using Braun and Clarke’s six-step thematic analysis. Four key themes were revealed: (a) listening to employees, (b) recognizing and rewarding employees, (c) investing in employee development and growth, and (d) cultivating a trusting, supportive work environment. Key recommendations include actively listening, provide meaningful recognition and opportunities for learning and career advancement, and cultivating a supportive and trusting workplace culture. The implications for positive social change include the potential for healthcare leaders to retain their employees, reduce turnover and its associated costs, and foster stability, productivity, and innovation, thereby enhancing the quality of services delivered to the community through a higher performing organization.

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