Employee turnover negatively affects retail organizations and can lead to poor financial performance, a decrease in competitive advantage, loss of productivity, deficiencies in retaining external customers, and economic failures. The purpose of this single case study was to explore strategies that retail store leaders from the Illinois area of the United States use to reduce frontline employee turnover. Herzberg's 2-factor theory provided the framework for the study. Data were collected from documents pertaining to retention methods and through face-to-face semistructured interviews with 7 leaders of a retail company in the Illinois area who had experience with effective employee retention strategies. Data were analyzed using manual coding methods, auto-coding features, and word frequency searches. Three themes emerged from the data analysis: (a) effective communication and transparency-improved employee retention, (b) competitive compensation and benefits-package-improved employee retention, and (c) training-and-development-improved employee retention. Organizational leaders mitigating employee turnover contribute to social change by creating initiatives focused on the recognition of value in people, the company, and the community.

Retention of qualified and experienced employees is the greatest challenge faced by nonprofit organizations. Using transformational leadership theory, the purpose of this single-case study was to explore strategies used by managers of nonprofit organizations to increase employee retention. The population for this study included 3 managers of one nonprofit organization in Texarkana, Texas, with tenure of at least 2 years. These managers had successfully implemented retention strategies to retain qualified and experienced employees for more than 2 years. Collected data included semistructured, face-to-face interviews and from archived documents that pertained to employee retention in nonprofit organizations. The data analysis process comprised 5 steps: compiling, disassembling data for coding, reassembling, interpreting, and reporting data themes. The use of member checking and methodological triangulation increased the trustworthiness of interpretations. The 2 themes that emerged from this study were motivational incentives and effective communication. The implications for positive social change in the nonprofit sector include sustaining the workforce by retaining qualified and experienced employees. With less employee turnover, nonprofit leaders may experience real cost savings. Nonprofit leaders may find the cost savings beneficial in extending available funds for services to local communities.

Voluntary employee turnover in the healthcare industry is one of the most expensive and disruptive business problems that healthcare organizations encounter. Healthcare organizations can expect employee replacement costs to represent up to 150% of a departing employee's annual salary in new employee acquisition and decreased productivity. Guided by the leader-member exchange theory, the purpose of this single case study was to explore the strategies healthcare managers used to retain high-performing healthcare employees. Using semistructured interviews, the targeted population encompassed 6 healthcare managers from a healthcare organization in Central Texas who have demonstrated successful strategies for retaining high-performing healthcare employees by maintaining a 90% retention rate for a 12-month period. Organizational documents were reviewed, including reports of managers' retention rates and number of employees per manager, for a 12-month period. Data were coded, analyzed into themes via Yin's 5-step method, triangulated, and then subjected to member checking to bolster the trustworthiness of interpretations. Two major themes were revealed: employee engagement and leadership style. Participants noted that their employees were their priority and practiced participatory leadership to gain trust, loyalty, and commitment. The findings may promote positive social change by providing healthcare managers with information on successful strategies for retaining high-performing healthcare employees, which could reduce unemployment rates, stabilize families, and improve employees' work-life balance outside their organizations.

Poor employee performance has a negative effect on business profitability. Some telecommunications executives lack strategies to improve supervisors' performance. The purpose of this single case study was to explore the leadership strategies telecommunications executives use to improve supervisors' performance. Utilizing the behavior engineering model, data consisted of semistructured interviews with 10 purposefully selected telecommunications executives in the Dutch Caribbean island of St. Maarten who have successfully improved supervisors' performance. Five themes emerged from the thematic analysis of interview data and business archived performance reports: need for implementing communication and team activities; need for providing bonuses, incentives, and rewards; adopting goal setting and performance appraisals; promoting training; and the required autonomy to work. All the telecommunications executives used communication, meetings, team activities and bonuses, incentives, and rewards as strategies for improving supervisors' performance. Eighty percent of the participants used goal setting and performance appraisal and training while 60% of the respondents used autonomy to do work as strategies for improving supervisors' performance. The findings from this study might contribute to social change by providing telecommunications executives with more knowledge to achieve business sustainability. With improved business performance, telecommunications executives will provide job opportunities to the people in the local community and support community leaders with provision of social amenities. The local community will adopt technology to enhance their quality of life.

The purpose of this multiple case study was to explore strategies that managers in the retail grocery industry use in reducing short-tenured employee attrition in the West Midland states in the United Kingdom. Participants were 4 store managers who had managerial experience in the retail grocery industry, worked as a retail store manager in the West Midlands, and had experience implementing effective strategies to reduce employee attrition. The Herzberg 2-factor theory was the conceptual framework. Semistructured interviews were used to collect data. Data were analyzed using Yin's 5-step data analysis process. The major themes were: training and development, enriched job responsibility, human resources intervention, and employee recognition. Participants relied on training and development, enriched job responsibility, human resources intervention and, employee recognition to reduce employee attrition. The results may provide retail grocery leaders with strategies for reducing short-tenured employee attrition in grocery stores, which may reduce adverse effects on the industry's profitability. Implications for positive social change include improving the quality of life of the community and citizens; improved levels of satisfaction in quality of life translate into developing and maintaining positive relationships with family and friends, as well as helping the local communities and the economy.

Generational conflicts affect socialization practices needed for knowledge transfer and Millennial retention. Because of failed socialization practices, organizations will face significant losses in knowledge capital as Boomers retire and Millennials began to take active roles within the workplace. This interpretative phenomenological study explored Millennials' perceptions of leader-to-employee relationship development that may influence organizational learning and retention practices. Millennial retention is a primary concern in that knowledge acquired is a result of longevity and work experience. The leader-to-member exchange theory was used to navigate this qualitative inquiry. The reflexive approach was implemented to explore 20 Millennial participants' experiences with their managers. The data analysis strategy incorporated a repetitious review and structural coding of participant interview transcripts. Data analysis affirmed that Millennials perceive effective relationship development as a process containing leader empowerment behaviors with collaborative social exchanges. Exploration of participant experiences further identified that reciprocity is a result of high-quality social exchanges. Research findings benefit executive and middle-level management. The information broadens management knowledge of Millennials' perceptions of relationship development that may increase employee retention needed for robust social systems. The implications for positive social change are that increased awareness of advanced relational leadership systems assists in building congruent internal relationships required for organizational learning and retention.

Walden University College of Social and Behavioral Sciences This is to certify that the doctoral dissertation by Santoria Lushell Williams has been found to be complete and satisfactory in all respects, and that any and all revisions required by the review committee have been made. Review Committee Dr. Hilda Shepeard, Committee Chairperson, Public Policy and Administration Faculty Dr. Clarence Williamson, Committee Member, Public Policy and Administration Faculty Dr. Anne Hacker, University Reviewer, Public Policy and Administration Faculty Chief Academic Officer Eric Riedel, Ph.D. Walden University 2018 In Fulton County, Georgia, the Division of Family and Children Services (DFCS) child-welfare workers (CWWs) voluntarily separate from the agency at a rate higher than among other similar agencies in the state of Georgia. The problems of retention among CWWs in Fulton County have caused a subsequent problem in terms of the continued provision of quality services to foster children and families. This phenomenological study used McGregor's conceptualization of theory X-Y as the foundation for the exploration of the experiences of former Fulton County DFCS CWW workers related to their reasons for voluntary separation. Data were acquired through interviews with 10 CWWs who voluntarily separated from their positions with Fulton County between the years of 2013 and 2015. These interview data were transcribed and then coded and analyzed using a modified van Kaam procedure. Findings revealed that workers experienced what they perceived as a lack of administrative empathy, devaluation of workers, disrespect, and burnout, as well as the differences in knowledge between child welfare workers and management about the depth of CWW job duties. Two additional themes emerged regarding longevity that included motivation from peers and children safety. The positive social change implications of this study include recommendations to DFCS to engage CWWs in organizational decision making regarding child welfare policy and to seek opportunities to enhance feelings of value and inclusiveness among CWWs in strategic planning and policy making.

Retention of key employees protects a firm's investment in its human resources. Employee retention is an issue in the insurance sector, particularly among sales employees. The purpose of this descriptive study was to explore leadership strategies used by insurance sales managers to retain key employees. Herzberg's dual factor theory and Adams's equity theory were used to explore insurance sales managers' insights into leadership strategies. Semistructured interviews were conducted with 15 insurance sales managers in southern California to elicit the strategies they used to maintain their key salespeople. Data were analyzed using the modified Van Kaam method. Seven themes emerged from data analysis: coach/mentorship, management style, unmet job expectations, pay, cost to the company, personal growth/realization of goals, and work environment. The findings from this study might contribute to positive change by providing company managers with strategies to retain key employees through improved stakeholder engagement, the longevity of workers in their communities, and enhanced corporate social responsibility encouraging companies to support local communities.

Bakgrund och syfte: Dagens ökande krav på företag gör att de måste ta samhällsansvar för att hantera utmaningen att behålla personal. Att företag tydliggör sin syn gällande socialt ansvarstagande är en del av employer branding och ett sätt att göra detta är genom kommunikation. Syftet med uppsatsen är därmed att få en förståelse för hur den sociala dimensionen av CSR samspelar med kommunikation av socialt ansvarstagande och employer branding med fokus på bibehållande av befintlig personal. Metod: Studien har genomförts med en kvalitativ forskningsmetod med hjälp av semistrukturerade intervjuer. Intervjuerna genomfördes ur ett ledningsperspektiv med åtta respondenter på tillverkningsföretaget SNA Europe [Industries] AB, beläget i Lidköping och Edsbyn. Slutsats: Resultatet av studien visade att socialt ansvarstagande har betydelse för företagets interna employer brand oavsett om det kommuniceras eller inte. Dessutom fann studien att kommunikationen inte är avgörande för personalretentionen samt att det interna sociala ansvarstagandet har större betydelse än det externa för de anställda.

Denna studie undersöker hur unga kunskapsarbetares intention att stanna hos sin arbetsgivare påverkas av strategier arbetsgivare använder för att behålla medarbetare, retention strategies. Studien behandlar teori relaterad till det psykologiska kontraktet, retention strategies och unga kunskapsarbetares arbetsrelaterade preferenser. Studien använder en kombination av semistrukturerade intervjuer och en medarbetarenkät från ett energibolag i Sverige. Resultatet indikerar att retention strategies uppfattas som del av det psykologiska kontraktet och bidrar till att öka intentionen att stanna. Karriärsutveckling identifierades som den viktigaste faktorn. Studien framhåller även betydelsen av företagsvarumärket och chefers stöd som en nyckel i att främja avsikten att stanna, särskilt inom större organisationer. Sammanfattningsvis betonar studien vikten av att arbetsgivare implementerar och kommunicerar effektiva retention strategies med fokus på karriärsutveckling och meningsfullhet.