Date of Conferral
Doctor of Business Administration (D.B.A.)
Gergana G. Velkova
Employee turnover is a global problem with adverse effects on financial performance and sustainability of organizations. In the hospitality industry, employee turnover levels increased to 58.8%, and the associated cost of turnover may be more than 100% of an employee's yearly wage, with a total loss of over $25 billion a year. The purpose of this single case study was to explore strategies used by hospitality leaders in the southeastern United States to reduce employee turnover. The conceptual framework was the transformational leadership theory. Purposeful selection of participants included leaders with experience in developing and implementing strategies for reducing employee turnover. Data collection included face-to-face semistructured interviews with 8 organizational leaders and a review of declassified organizational documents. Data analysis included inductive coding and calculation of code frequency. Results indicated 3 themes: effective hiring process reduced employee turnover, supportive leadership decreased employee turnover, and continuous training and development reduced employee turnover. Reduced employee turnover may contribute to positive social change by saving organizations time, efforts, and resources, which organizational leaders may use to sustain growth and profitability and to improve the lives of their employees, their employees' families, and the communities in which they operate.