Date of Conferral
Doctor of Business Administration (D.B.A.)
Employees who choose to leave employment cause significant challenges for organizations. Compounded challenges exist when employee retention strategies are not effective, affecting job satisfaction and personnel replacement costs as the organization continues to lose qualified and valuable staff. This single case study, built on a psychological contract theory framework, was focused on effective employee retention strategies to reduce voluntary turnover in a for-profit, higher education institution located in the Midwestern United States. The population consisted of 12 employees, 6 Student Success employees and 6 Student Success managers, who shared their unique perspectives. Methodological triangulation was achieved through semistructured interviews with the 12 participants, review of the institution's archival data, and examination of the institution's mission statement. The data analysis process consisted of a manual and systematic coding procedure for the 3 sources of inquiry. Three strategies emerged in the findings: relationship management, work environment, and career development. Moreover, participants agreed that the employee-employer relationship was critically important to job satisfaction and developing effective retention strategies. The study has implications for positive social change, in that higher educational institutions may apply the findings to create a more enjoyable work environment and retain happier employees, thereby promoting financial, economic, and social improvements for communities.