Date of Conferral
12-4-2025
Date of Award
December 2025
Degree
Doctor of Public Administration (D.P.A)
School
Business Administration
Advisor
Janie Hall
Abstract
Voluntary employee attrition presents ongoing challenges for organizational leaders, particularly among employees whose workplace needs and preferences are unmet. The problem is that many leaders lack effective strategies to mitigate voluntary attrition, which negatively impacts productivity, morale, and overall organizational performance. Grounded in the job demands–resources model and wellness climate theory, the purpose of this qualitative pragmatic inquiry project was to explore strategies leaders used to reduce voluntary employee attrition among employees who have access to workplace wellness programs. The participants were six organizational leaders from mid-sized and public-sector organizations who successfully mitigated voluntary attrition. Data were collected through semistructured interviews and a review of publicly available documents. Using Braun and Clarke’s six-stage thematic analysis model, five themes emerged: leadership support, engagement and utilization, mental and holistic wellness, incentives and recognition, and barriers and challenges. A key recommendation is for leaders to adopt adaptive and wellness-centered leadership practices that integrate holistic well-being into the organizational culture, thereby strengthening employee commitment and reducing attrition. The implications for positive social change include the potential for organizational leaders to foster healthier workplaces, enhancing employee well-being, thereby creating more sustainable organizational environments that support both personal and professional growth.
Recommended Citation
Murray, Cara, "Strategies Leaders Use to Reduce Voluntary Attrition Among Employees With Access to Wellness Programs" (2025). Walden Dissertations and Doctoral Studies. 18850.
https://scholarworks.waldenu.edu/dissertations/18850
