Date of Conferral



Doctor of Business Administration (D.B.A.)


Business Administration


Irene Williams


Call center business leaders who experience voluntary employee turnover are affected by

low productivity and high attrition. Call center business leaders are concerned about

voluntary employee turnover, as 35 of every 100 call center employees leave the

company within the first 6 months of their start date. The purpose of this qualitative

multiple case study was to explore strategies call center business leaders use to reduce

voluntary employee turnover among several call center managers located in Southeastern

New Mexico. The conceptual framework supporting this study was Burns’

transformational leadership theory. The participants included 3 call center business

leaders who successfully implemented strategies reducing voluntary employee turnover.

Data collection included face-to-face interviews, open-ended questions, and audio

recordings. Data were analyzed using Yin’s 5-stage method of qualitative data analysis.

Five themes that emerged from this study were: employee turnover, job satisfaction,

training and development, employee compensation, and reward and recognition. Business

leaders in call center organizations who positively reduce voluntary employee turnover

may influence productivity, improve organizational growth, and increase job satisfaction.

Business leaders can use the findings from this study to create a positive social change in

call center business leaders’ awareness of retention strategies by focusing on the

organizations’ performance. Organization leaders who reduce voluntary employee

turnover could potentially lead employees to long-term growth and development career

opportunities that can affect social change to benefit the behaviors of the company’s

employees and families in the community.

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