Date of Conferral

7-10-2026

Date of Award

July 2026

Degree

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

School

Management

Advisor

Denise Land

Abstract

One of the most persistent and costly challenges faced by leaders of small-to medium-sized businesses (SMBs) is retaining skilled employees. SMB leaders are concerned about retaining skilled employees because employee turnover threatens organizational stability, productivity, and long-term competitiveness. Grounded in Becker’s human capital theory and Barney’s resource-based view theory, the purpose of this qualitative pragmatic inquiry was to identify and explore the talent management strategies SMB leaders use to retain employees and enhance business effectiveness. The participants were eight SMB leaders with responsibility for talent management and employee retention in Columbia, South Carolina. Data were collected through semistructured interviews and a review of organizational and publicly available documents. Using Braun and Clarke’s thematic analysis process, five primary themes emerged: (a) strategic compensation, (b) employee development, (c) work-life balance, (d) leadership approach, and (e) organizational culture. A key recommendation is for SMB leaders to implement structured career development pathways that include mentoring, continuous training, and clearly defined advancement opportunities to enhance employee engagement and retention. The implications for positive social change include the potential to create supportive, sustainable work environments, which may lead to greater job stability and economic growth within local communities.

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