Date of Conferral
Doctor of Business Administration (D.B.A.)
Voluntary employee turnover is a challenging problem for manufacturing leaders. Leaders today are challenged to find and retain human capital to remain competitive. The lack of strategies to reduce voluntary turnover among manufacturing leaders has contributed to high turnover rates and increased costs for manufacturing firms. The purpose of this multiple case study was to explore the strategies that some southeastern Wisconsin manufacturing leaders used to reduce voluntary turnover. The conceptual framework supporting the study was Herzberg's 2-factor theory. Results for the study were derived from the analysis of semistructured interviews of 6 manufacturing leaders across 4 manufacturing locations, as well as company documents. Data analysis followed Yin's 5-step process and included coded results, themes derived from interview transcripts, and company documents. Credibility was ensured through member checking and triangulation of both interviews and company documents. The main themes that emerged were professional growth, salary competitiveness, and working environment. The implication for positive social change include healthy working communities through decreased voluntary turnover and greater productivity and profitability of organizations.