The information technology (IT) industry workforce in the United States is expected to increase by approximately 50,000 jobs through the year 2024, creating opportunities for employees to change jobs if they are not satisfied. Replacing talented IT professionals can cost a business as much as 150% of the salary of the outgoing employee. The purpose of this descriptive single case study was to identify strategies successful IT business leaders used to reduce voluntary turnover among IT professionals. The research population was 4 leaders from an IT business in southeastern Virginia, who oversee supervisory and hiring. The conceptual framework was Herzberg's 2-factor theory. The data were collected using semistructured interviews and reviews of applicable organization documents. Yin's 5 phases of analysis were the means to process the data resulting in the 5 themes of flexibility, individual, recognition, team, and work-life balance. Recognition and flexibility were the 2 key themes that made significant contributions to the organizational culture and success for the business. The implications for social change include companies using unspent replacement cost dollars to invest in local communities, improve the local economic growth, and provide incentives for employee quality of life and improved work environment.
| Identifer | oai:union.ndltd.org:waldenu.edu/oai:scholarworks.waldenu.edu:dissertations-7312 |
| Date | 01 January 2018 |
| Creators | Grosshans, Brett |
| Publisher | ScholarWorks |
| Source Sets | Walden University |
| Language | English |
| Detected Language | English |
| Type | text |
| Format | application/pdf |
| Source | Walden Dissertations and Doctoral Studies |
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