Date of Conferral
Doctor of Business Administration (D.B.A.)
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.
Schick, Holly R., "Strategies for Reducing Voluntary Employee Turnover in Call Centers" (2020). Walden Dissertations and Doctoral Studies. 8648.