Date of Conferral

7-9-2026

Date of Award

July 2026

Degree

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

School

Management

Advisor

Barbara Carter

Abstract

Retaining talent continues to be a challenge for organizations and their business leaders. The problem is important to human resource (HR) business leaders because retaining talent helps reduce turnover costs, preserve institutional knowledge, strengthen workforce stability, and enhance organizational success and competitive advantage. The purpose of this quantitative correlational research project, grounded in the social exchange theory, was to examine the relationships between employee engagement, career advancement, and talent retention among employees working for organizations throughout the southeastern United States. The participants were 78 employees in the southeastern United States who met the exclusion criteria and who completed the Utrecht Work Engagement Scale, the Organization Career Growth Scale, and the Employee Retention Questionnaire. Multiple linear regression analyses indicated statistically significant models for the subscales of talent retention: intention to leave and organizational commitment. Intention to leave, F(2, 75) = 28.104, p < .001, R² = .428, and organizational commitment, F(2, 75) = 16.830, p < .001, R² = .310. Career advancement was the only statistically significant predictor of both intention to leave (β = −.627, p < .001) and organizational commitment (β = −.564, p < .001). A key recommendation for HR business leaders is to develop evidence-based guidance for strengthening retention strategies through structured career development systems and leadership support. The implications for positive social change include the potential to improve employee well-being, strengthen economic security, support families through stable employment, and contribute to more resilient communities.

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