Date of Conferral



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




Chad Sines


Obtaining information about employee engagement and retention practices is vital for organizations. Affective organizational commitment reflects the extent to which organizational members are loyal and willing to work toward organizational objectives. In particular, affective organizational commitment holds important implications at all organizational levels (e.g., turnover rates, performance, and citizenship behavior). Using general systems theory and transformational leadership theory, the purpose of this single case study was to explore strategies used to improve employee engagement and retention from 5 senior leaders with hiring responsibilities from a midsize hospital in Austin, Texas that have been successful with employee engagement and retention strategies. All participants volunteered to participate in semistructured interviews. The interviews were transcribed and participants were asked to member check the drafted findings to reinforce credibility and trustworthiness. Interview data and researcher reflexive memos were inductively analyzed and coded through NVivo. Five themes emerged that focused on employee engagement and retention: development and training, reward and recognition, compensation, work-life balance, and leadership skills and behaviors. By implementing practices that improve employee engagement and retention, hiring managers can increase employee productivity, reduce employee turnover cost, create a stable life for the individuals in need of support, and develop relationships with the community where integration occurs