Date of Conferral



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


Business Administration


Edgar Jordan


The failure to retain key employees is an expense that can lead to decreased productivity, profits, and efficiency. The improvement of employee-development practices is integral for business leaders who are focused on reducing an employee’s likelihood of leaving the company. Grounded in job-embeddedness theory, the purpose of this qualitative multiple case study was to explore the employee-development strategies leaders use to improve employee retention and reduce cost resulting from turnover. The participants included 6 managers from 2 companies in Connecticut who had experience with employee-development policies to improve retention. The data collection process included semistructured interviews and public documents collected from individual participants. Data were analyzed using Yin’s 5-step data analysis method, and 3 themes emerged: effective retention activities, productive employee-development approaches, and positive impression of employee-development approaches. A key recommendation for business leaders is to update the companies employee-development policy by evaluating the productivity of the current approaches and identifying gaps that could be addressed by additional development opportunities. The implications for positive social change include the potential to improve employee morale and decrease levels of stress through the implementation of development policies to improve retention. Improving the development level of employees may result in promotions or performance bonuses, which can benefit local economies through increased saving, spending, and investment in the community.

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Business Commons