Date of Conferral
Doctor of Business Administration (D.B.A.)
Because sales are the primary revenue generators for insurance companies, reducing attrition of sales agents is essential to organizational success. The purpose of this single descriptive case study was to explore strategies that 6 Nebraskan sales leaders within the insurance industry used to reduce attrition. Participants had experience in sales leadership and the attrition of sales personnel and were able to provide insight into the unique perspectives on attrition in the insurance industry. Participants met the following criteria: (a) manage an insurance sales office or organization or (b) held an insurance sales leadership position for at least 1 year and (c) are actively employed in the insurance industry. Data were collected from interviews with sales leaders, focus groups with sales representatives, and documentation from organizational websites for data triangulation. The expectancy theory framework guided the data analysis process. The data analysis process involved using thematic analysis which allowed coding data that related to the expectancy theory and research question. Data analysis also included the uncovering of repetitive themes and patterns and synthesizing results. Five themes emerged from data analysis: (a) leadership's responsibility for motivating sales personnel, (b) organizational commitment to creating a culture of engagement, (c) the use of compensation and rewards as sales motivators, (d) the necessity for training and development, and (e) a need to improve the selection process for new candidates. Organizational leaders may apply findings in other, similar settings to strategize community growth initiatives encouraging young people entering the workforce to stimulate local economies. Other possible benefits include reduced customer issues and claims.
Hawkins, Nicole Lea, "Leader Strategies to Reduce Sales Personnel Attrition" (2016). Walden Dissertations and Doctoral Studies. 2153.