Date of Conferral
3-9-2026
Degree
Doctor of Business Administration (D.B.A.)
School
Management
Advisor
Bridget Dewees
Abstract
Some human resource managers (HRMs) in small- to medium-sized manufacturing industries lack effective strategies to retain employees. Organizational leaders are concerned that the lack of effective strategies to retain employees negatively affects organizational sustainability and profitability. Grounded in Maslow’s hierarchy of needs theory, the purpose of this qualitative pragmatic inquiry project was to explore effective strategies that seven HRMs in small- to medium-sized manufacturing industries used to retain employees for more than 5 years. The participants were seven leaders from various HRM roles within the manufacturing industry who have implemented effective employee retention strategies. Data were collected using semistructured interviews and publicly available documents. Using Braun and Clarke’s thematic analysis, four themes emerged from the data: (a) employee feedback, (b) leadership, (c) organizational culture, and (d) training and development. A key recommendation from the project is for HRMs to develop and implement effective retention strategies to create a work environment that supports employee feedback and positively impacts organizational culture. The implications for positive social change include the potential for HRMs to implement customized training and development programs that promote a more effective and engaged leadership.
Recommended Citation
Gregory, Regina, "Human Resource Management Practices’ Impact on Employee Retention" (2026). Walden Dissertations and Doctoral Studies. 19709.
https://scholarworks.waldenu.edu/dissertations/19709
