Date of Conferral

12-22-2025

Date of Award

December 2025

Degree

Doctor of Psychology (Psy.D.)

School

Psychology

Advisor

Derek Rohde

Abstract

Workforce retention among mental health professionals has been a central focus of scholars as behavioral health systems continue to face chronic staffing instability (Hallett et al., 2024). Researchers have demonstrated that burnout, limited organizational support, and resource misalignment significantly influence turnover in these settings (Maslach & Leiter, 2016; Pulman & Fenge, 2024). However, researchers have not yet established how mental health professionals within a single publicly funded, state-operated behavioral health organization interpret the organizational and cultural factors that influence their decision to remain employed. The purpose of this qualitative single-case study was to explore how mental health professionals in a publicly funded behavioral health agency in Texas perceive workplace culture, leadership practices, and organizational supports related to retention. Maslach and Leiter’s burnout theory and the Baldrige Excellence Framework guided the analysis of organizational demands, recognition, and workforce systems. Using a qualitative case study method, data were collected through semistructured interviews and organizational documents. The results indicated that leadership presence, psychological safety, peer collaboration, and mission alignment supported retention, while workload strain, staffing shortages, and limited recognition contributed to diminished commitment. This study may contribute to positive social change by informing evidence-based strategies that strengthen workforce stability and improve continuity of care for individuals with complex behavioral health and developmental needs.

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