Date of Conferral
Doctor of Business Administration (D.B.A.)
Low employee retention among nonprofit social service organizations results in decreased productivity and performance. Business leaders who fail to implement employee retention strategies risk increased employee turnover resulting in the loss of economic constancy and organizational profitability. Grounded in Herzberg's two-factor theory of motivation, the purpose of this qualitative multiple case study was to explore strategies nonprofit social service business leaders used to increase employee retention. A purposeful sampling of 4 leaders from 4 nonprofit social service organizations in the Washington, D.C. metropolitan area who successfully used strategies to increase employee retention participated in this study. Data were collected from semistructured interviews, observational notes, and business documents related to the organizations' retention programs and were analyzed using a coding analysis. Three themes emerged: recognition for achievement, growth and advancement opportunities, and employee benefits and compensations. A key recommendation is nonprofit leaders should strive to implement strategies within the organization to increase employee satisfaction and motivation by improving the quality of leadership and communication. Positive social change could result from nonprofit organizations increasing employee retention, providing additional charitable services to local communities, and improving the quality of life for local communities they serve.
Price, Veronica LaShal, "Strategies Used by Nonprofit Social Service Business Leaders to Retain Employees" (2020). Walden Dissertations and Doctoral Studies. 9429.