Date of Conferral
Doctor of Business Administration (D.B.A.)
Employee turnover disrupts organizational functioning, service delivery, and administration. The purpose of this qualitative single case study was to explore strategies that some college administrators used to reduce employee turnover in the workplace to increase profitability. The population for the study included 3 administrators in a senior (4-year) college in the southeastern region of the United States who developed and implemented successful strategies to reduce employee turnover. Data were collected from semistructured interviews with college administrators and from publicly available organizational documents. Transformational leadership was the conceptual framework for this study. Data analysis included inductive analysis guided by transformational leadership theory and member checking. Five themes emerged from data analysis including transformational leadership, incentives and rewards, training/career development, establishing trust/employee empowerment, and effective communication. The implications of these findings for social change may benefit students, faculty, and administrators of educational institutions. The findings may enhance consistent and superior educational course delivery to students, improve collaboration between educators and administrators through effective hiring practices to raise the caliber of educator skillsets, and reduce the percent of unemployed as a result of students succeeding in higher education and gaining meaningful employment. The findings may help reduce financial insecurity and improve the living standards of people in the community, while encouraging prospective learners to attain a postsecondary education.