Date of Conferral

4-7-2026

Degree

Doctor of Business Administration (D.B.A.)

School

Management

Advisor

Theresa Neal

Abstract

Continuing shortages of allied health (AH) workers have become a critical business challenge for health care organizations, driven by an aging population, rising service demand, and the lasting effects of the COVID 19 pandemic. AH leaders remain concerned about meeting essential staffing requirements, as persistent recruitment and retention difficulties threaten the delivery of high-quality health care. Grounded in Herzberg’s two-factor theory, the purpose of this qualitative pragmatic inquiry was to explore strategies successful health care leaders used to recruit and retain skilled AH employees. The participants were seven Maryland health care leaders with experience successfully implementing recruitment and retention strategies for skilled AH workers. Data were collected using semistructured interviews and a review of public documents. Through thematic analysis, three themes were identified: (a) pipeline development and acquisition, (b) career development and upskilling, and (c) supportive work environment and culture. A key recommendation is for health care leaders to create a systematic selection process that identifies and employs highly qualified, nonselected applicants who were not selected but remain viable for future opportunities. The implications for positive social change include addressing immediate staffing needs and cultivating a supportive ecosystem that empowers employees and strengthens the communities they serve by investing in the development, dignity, and well-being of individuals in the health care workforce.

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