Date of Conferral

2020

Degree

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

School

Management

Advisor

Kathleen S. Andrews

Abstract

High employee turnover in the retail sector affects organizations’ financial sustainability across the United States, costing them billions of dollars annually. Because of the high cost of employee turnover, retail sector leaders need to develop strategies for decreasing employee turnover in their organizations. Grounded in job embeddedness theory, the purpose of this qualitative multiple case study was to explore strategies retail sector leaders used to decrease employee turnover. The participants consisted of 5 purposefully selected retail sector leaders in the upstate region of New York, who successfully implemented strategies for decreasing employee turnover in their organizations. Data were collected from semistructured participant interviews and the review of organizational documents. Data were analyzed using thematic analysis following Yin’s 5-step process that resulted in the emergence of 3 main themes: competitive compensation and benefits, leadership communication, and training and advancement opportunities. A recommendation for retail sector leaders is to ensure a compensation and benefits strategy that delivers fair compensation based upon an employee's performance and a rewards and recognition program that provides for employees to feel valued and appreciated. Additionally, organizational leaders who develop an open-door policy and interact with their employees daily may see a decrease in their organizations’ turnover. The implications for positive social change may include the development of new employment opportunities in communities. When more people in a community are employed, more taxes are created for local governments to create more opportunities for community members.

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