Date of Conferral
10-30-2026
Date of Award
October 2026
Degree
Doctor of Business Administration (D.B.A.)
School
Management
Advisor
Yvonne Doll
Abstract
Employee turnover has become a major challenge for small automobile dealerships. Small automobile dealership owners are deeply concerned about voluntary employee turnover because it undermines organizational performance and stability. Grounded in Herzberg's two-factor theory, this qualitative pragmatic inquiry project aimed to explore the strategies small automobile dealership owners use to manage voluntary turnover. The participants were six small auto dealership owners with considerable experience in leadership, organization, and people management issues related to retention. Data were collected using semistructured interviews. Four themes emerged through thematic analysis: (a) leadership and management practices, (b) organizational culture and engagement, (c) compensation and incentive measures, and (d) work-life balance. A key recommendation is for small business owners to consider job design and acknowledge employees’ achievements by hosting employee lunches. The implications for positive social change include retaining valued employees, strengthening economic stability, improving workforce development, and strengthening community well-being.
Recommended Citation
Beauford, Gwendolyn, "Strategies Used by Small Automobile Dealerships to Retain Employees and Reduce Voluntary Employee Turnover" (2026). Walden Dissertations and Doctoral Studies. 20951.
https://scholarworks.waldenu.edu/dissertations/20951
