The high rates of voluntary employee turnover in software sales organizations have forced business leaders to search for strategies that reduce voluntary employee turnover. The purpose of this multiple case study was to explore the strategies of a small group of sales managers who had demonstrated reduced voluntary employee turnover in their software manufacturing companies. Ten managers from 5 software manufacturing companies who had a minimum of 5 years of management experience were recruited and participated in semistructured, face-to-face interviews. The conceptual framework included Herzberg's 2-factor theory for exploring the relationship between job satisfaction and voluntary employee turnover. Open and frequent communications, constant performance feedback, and transparency align appropriately with the tenets of Herzberg's 2-factor theory. The Yin method for analyzing data through the process of data grouping, scrubbing, and organizing resulted in the emergence of themes including communications, recognition, and the work environment. All 10 sales managers spoke extensively about the importance of these themes in reducing voluntary employee turnover. These managers 'noticed the little things,' they gladly celebrated team successes, and they visibly supported their teams through actions. Findings from this study will provide a positive influence on social change through productivity improvements resulting in lower cost products and services, improving community prosperity. Additionally, consumers may benefit from these successful managers, as they facilitate a more expedited process of new products and services to the market.
| Identifer | oai:union.ndltd.org:waldenu.edu/oai:scholarworks.waldenu.edu:dissertations-3799 |
| Date | 01 January 2016 |
| Creators | Taylor, Pete |
| 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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