Date of Conferral







William H. Brent


Many investigators have documented the impact of high attrition rates on an organization's ability to deliver its expected results. However, limited information is available regarding the efficacy of a specific bundle of variables, which would support a leader's ability to influence voluntary employee turnover. This quantitative study investigated the effectiveness of a 60-day treatment implemented to address the problem of voluntary employee turnover in a diverse retail environment. The research questions examined the effectiveness of an increase in communication, answering, recognition, and training on voluntary employee turnover and job satisfaction in a diverse retail environment. The theoretical foundation of the study was the job embeddedness theory, advocating closer community ties, organizational fit, and sacrifice to support retention. A pretest-posttest control group design, in which a self-designed survey instrument, along with the short form of the Minnesota Satisfaction Questionnaire, were used to gather data from a diverse group of retail employees (N = 279). Pearson product-moment correlational analysis was used for both pretest and posttest measurements, which showed evidence of a moderate association between the independent and dependent variables, and lead to a rejection of the null hypothesis. Based on the observed increase in retention rates, the intervention of the 60-day treatment was deemed moderately successful. Positive social change will be evident not only within diverse organizations, but also within those which are increasingly becoming more diverse, as they seek to design platforms which would afford their influential leaders the ability to increase their current levels of communication, answering, recognition, and training.