Date of Conferral
Doctor of Business Administration (D.B.A.)
Some organizational leaders are unable to retain talented employees, which results in productivity loss and increased costs associated with employee recruitment and training. The purpose of this qualitative single case study was to explore the strategies leaders of an oil and gas organization use to retain employees. The participants comprised 5 leaders located in Houston, Texas, with successful experience in implementing strategies to retain employees. The conceptual frameworks for this study were Argyris and Schon’s organizational learning theory and Herzberg, Mausner, and Snyderman’s 2-factor theory. Data were collected through semistructured interviews and archival company documents. Yin’s 5-step analysis guided the data analysis process. The 3 themes that emerged from the analysis of data collected were establishing employee and employer relationships, clear communication, and professional development. The implications for positive social change include increasing employee retention that could lead to increased employment, which may improve the prosperity of employees and the local community.