Date of Conferral



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




Lisa M. Kangas


The cost of voluntary employee turnover is extremely high for organizations in the United States. In 2017, organizations lost over 114 million dollars in profits due to voluntary employee turnover. Business leaders who do not implement the retention strategies to prepare and maintain talent are at risk of losing employee productivity, translating into the organization's profitability. Grounded in Herzberg’s two-factor theory of motivation, the purpose of this qualitative multiple case study was to explore strategies 6 managers from Tallahassee, Florida used to reduce voluntary employee turnover. Data were collected using semistructured interviews and company archival documents. Data were analyzed using Yin’s 5-step process that generated 3 themes: invest in employee training, engage employees, and build positive relationships with employees. A key recommendation is for leaders to strategically invest in employee development programs to retain and attract top talent, which will diminish costs, drive revenue, and improve employee satisfaction. The implications for positive social change include the potential for retail managers to reduce their employees, which will increase their earning potential and disposable income to contribute to local businesses in the community. Also, resulting in a boost in revenue and local taxes to support benefiting citizens of local communities.

Included in

Business Commons