Date of Conferral
Doctor of Business Administration (D.B.A.)
Mary J. Weber
The voluntary turnover rate in the United States hotel industry is among the highest of all industries, resulting in lost revenue. The purpose of this multiple case study was to explore strategies hotel managers use to reduce voluntary employee turnover. The targeted population consisted of 6 managers from hotel businesses operating in the MidAtlantic region of the United States who successfully used strategies to reduce voluntary employee turnover. Job embeddedness theory, this study's theoretical framework, was used to describe reasons employees remained in organizations. Data were gathered via semistructured interviews, observational notes, and public business records regarding turnover or retention programs. YinÊ¼s 5-step analysis model was used to compile, deconstruct, reassemble, interpret, and draw conclusions from the data. Four themes emerged from data analysis: organizational support with property-level flexibility, feeling valued for individual contributions to the team, opportunities for training or advancement, and relationships with managers and peers. The results of this study may contribute to positive social change by providing strategies to reduce employee turnover in a historically low-wage industry, which may result in raising the quality of life for hotel employees, their families, and communities.