Date of Conferral
Doctor of Business Administration (D.B.A.)
Decreasing employee turnover among small businesses is a problem because employee turnover is costly and adversely affects business owners' ability to gain and maintain a competitive advantage. The purpose of this multiple case study was to explore strategies that small business owners use to decrease voluntary employee turnover to remain competitive. The target population was composed of small business owners located in the southeastern region of the United States who used strategies to decrease voluntary employee turnover. The conceptual framework for the study was Herzberg's 2-factor theory. Data were collected from semistructured interviews with 4 small business owners and review of company documents. Yin's 5 phases of analysis were used to analyze data and information. Five themes emerged from data analysis: caring and clean work environment, pay, rewards and recognition, supervision, and training and advancement. The implications of this study for positive social change include the potential to help small business owners and leaders implement strategies to decrease employee turnover and increase revenue to remain competitive. Stable small businesses can lead to social change by creating jobs to strengthen communities and local economies.