Date of Conferral
Doctor of Business Administration (D.B.A.)
Dr. Christopher Beehner
Retaining talented employees is a problem for managers in the call center industry. Dissatisfied employees who demonstrate low morale and low organizational commitment cost U.S. companies an estimated 90% to 200% of annual salaries. Grounded in Herzberg’s motivation-hygiene conceptual framework, the objective of this qualitative single-case study was to explore strategies call center service managers implement to increase job satisfaction and reduce voluntary employee turnover intentions. Participants comprised 12 customer service managers working in a call center in northeast Ohio who effectively used management strategies to increase job satisfaction and reduce voluntary employee turnover intentions. Data were collected from semistructured interviews, a focus group, company documents, and employee handbooks. Thematic analysis was used to analyze the data, and 3 themes emerged: supportive leadership (building relationships which promote communication), employee training and advancement opportunities, and increased financial rewards for employees. A key recommendation includes providing employees with opportunities for new workplace experiences to implement ideas and grow personally and professionally. The implications for positive social change may include a more stable workforce that may enable organizations and employees to increase their financial and social contributions to their communities.
Jackson, Novella Renae, "Call Center Management Strategies to Increase Job Satisfaction and Reduce Employee Turnover" (2020). Walden Dissertations and Doctoral Studies. 8919.