Voluntary employee turnover is a concern for nonprofit leaders due to human capital's strategic role in achieving performance excellence. The consequences of volunteer turnover include loss of profitability, productivity, knowledge, and financial stability. The purpose of this single-case study was to explore strategies used by 3 leaders of a nonprofit organization in the Washington, DC, area who have experience with the nonprofit's employee retention efforts. Data were collected from semistructured face-to-face interviews and organizational documentation and analyzed through the conceptual lens of Maslow's hierarchy of needs theory. Data gathered from interviews and analyses of organizational data and performance outcomes were manually coded and thematically organized. The use of member checking the data and methodological triangulation increased the trustworthiness of data interpretation and the study. Three key themes emerged: (a) training and development, (b) advancement opportunities, and (c) strategic leadership. Through analysis of data collected for this study, nonprofit leaders can assess their employees' development needs and provide training to support their growth. Nonprofit leaders may support their employees' development by creating a career path by aligning tenure with advancement and formal training. Nonprofit leaders' actions and decisions affect workforce commitment. Nonprofit employees are intrinsically motivated to create positive social change and make an impact on nonprofits' stakeholders via programs and services. Nonprofit leaders can use this study to improve retention strategies, ensure their employees' wellbeing, and contribute to positive social change by assisting employees in ensuring stakeholder wellbeing.

ABSTRACT    Date:              06.06.20 Level:             Bachelor Thesis in Business Administration, 15 cr  Institution:    School of Business, Society and Engineering, Mälardalen University  Authors:         Mohamad Kaddoura               Erandika Perera                 Pia Sophie Paulsen                            (90/06/24)                           (88/06/29)                       (98/01/10) Title:              Corporate Social Responsibility and its Effect on Employee Retention Tutor:             Edward Gillmore Keywords:      CSR, HRM, employee retention, employee satisfaction, employee needs Research  question:        How does internal Corporate Social Responsibility affect employee retention  in an organization? Purpose:         To examine & identify how Corporate Social Responsibility affects employee retention as well as to determine & evaluate the relationship between CSR and employee retention. Method:         This thesis is based on the deductive approach which leads to quantitative data analysis through a cross-sectional time horizon in form of a rating question survey. The entire research is developed on Mark Saunders, Philip Lewis and Adrian Thornhill’s (2008) onion model. Conclusion:    Internal CSR, together with HRM, is influencing employee satisfaction through policies and strategies that are directed at employees and adapted to employees’ individual preferences. These preferences were identified in the form of needs and motivating & hygiene factors. The findings suggest, that even when high employee satisfaction is achieved, employee retention intention is not guaranteed. CSR, therefore, has a direct effect on employee satisfaction but not necessarily on employee retention.

Title: Leadership Roles and Their Misalignment in the Workplace - A quantitative approach to analyzing employee engagement from a follower perspective. Leadership is a concept that has been studied for centuries and there are multiple theories, concepts, and understandings on the subject. For this study, the focus has been to examine and understand the association of different levels of employee engagement (cognitive, physical, and emotional) in the theoretical framework of the five ”p’s” by Alvesson et al. (2017). This research is aimed to find out what the most preferred leadership role and employee need is to later analyze and find out if the different levels of employee engagement have a positive correlation. In this study, we found that there are clear correlations and there is a positive corelations on the preferred leadership role identified and employee engagement. We also established that there were clear preferences for leadership roles and traits the followers deemed more important than others. Lastly, we also found no significant relationship between the most important needs of the participants in this study on their work engagement.