Date of Conferral



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




Dr. Dina Samora


High employee turnover negatively affects organizations directly in various ways, such as loss of revenue, a decline in employee morale, and productivity. Manufacturing organizational leaders are concerned with high employee turnover due to the high cost of hiring and training new employees. Grounded in the transformational leadership theory, the purpose of this qualitative multiple case study was to explore strategies manufacturing plant leaders use to reduce high employee turnover. The participants were 9 manufacturing plant leaders in South Western Florida, who developed and implemented successful strategies that reduced high employee turnover. Data collection comprised semi-structured interviews and relevant organizational documents. Thematic analysis of the data resulted in 3 emergent themes: supportive leadership, competitive pay and benefits, and training and career development opportunities reduced high employee turnover. The implications for positive social change include the potential for a decline in unemployment rates and increases in revenue for the manufacturing plant leaders that may result in supporting social programs to improve the living standards of local communities