Date of Conferral

2017

Degree

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

School

Management

Advisor

Dr. Diane Dusick

Abstract

High voluntary employee turnover in the food service industry often exceeds 60%. Some food service leaders lack strategies to motivate employees to stay with the organization. High voluntary employee turnover negatively affects organizational profitability due to increased employee replacement costs and reduced organizational productivity. The purpose of this multiple case study was to explore the human capital strategies successful food service leaders use to reduce voluntary employee turnover intentions. The target population consisted of 4 managers of 4 different casual dining restaurants in Winston-Salem, NC who successfully used human capital strategies to reduce voluntary employee turnover intentions. The conceptual frameworks of this study were Herzberg's two-factor theory and G. S. Becker's human capital theory. Data were collected through semi-structured in-person interviews, employee handbooks, manager reference guides, exit interviews, and turnover trend reports. Transcript review and member checking strengthened the credibility and trustworthiness of this study. An inductive analysis of the data lead to the emergence of 4 themes, identified as positive work relationships with employees, employee motivation, employee incentives, and employee selection. Social implications include providing organizational leaders with a better understanding of human capital strategies to reduce voluntary employee turnover intentions. Additionally, the findings from this study may contribute to social change through improved organizational profitability which could increase competitive advantage and economic sustainability in the United States.

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