Prospectus Employee Turnover in organizations by Mathias

Prospectus Employee Turnover in organizations by Mathias

Prospectus
Employee Turnover in organizations
by
Mathias Oni-Eseleh
MS, Walden University 2013
BS, University of Benin 1986
Doctoral Study Submitted in Partial Fulfillment
of the Requirements for the Degree of
Doctor of Business Administration
Walden University
March 2017
Problem Statement
According to the United States Bureau of Labor statistics, turnover rates increased in the United States by over 130% between 2014 and 2015 (Bureau of Labor Statistics,2015). Employee turnover could be one of the most expensive business problems faced by organizations in the United States (Woods, 2015) as turnover rates in the United States increased by 98% between 2012 and 2015(Bureau of Labor Statistics, 2015). Employee turnover incorporates various costs to organizations in areas of employee replacement, training, and recruitment costs (Kadiresan, Selamat, Selladurai, Ramendran, & Mohamed 2015). The general business problem is retail sector owners are incurring losses in revenue due to employee turnover (Harrison, & Gordon, 2014). The specific business problem is that some retail sector leaders lack strategies to decrease employee turnover.
Purpose Statement
The[R1]purpose of this qualitative case study is to explore strategies retail sector owners use in decreasing employee turnover. The population for this study will consist of small retail sector in the Hudson Valley region of New York. These small retail sectors must have been in business for at least five years and have[R2] decreased employee turnover by at least 30% over the past five years in their organization. The population might provide valuable information on how to decrease employee turnover in organizations. Data from this study might contribute to social change by providing specific strategies that organizational leaders can use to decrease employee turnover. Additionally, hiring new employees require additional cost including training and advertisement cost, and therefore reducing employee turnover could lead to cost savings and increase the financial viability of organizations (Cho & Lewis, 2012). Lower employee turnover could lead to increased productivity and organizational performance (Park & Shaw, 2013).Implementing[R3]strategies for decreasing turnover is necessary for organizational profitability and sustainability and may result in improvements within the organization( Hancock, et.al, 2013). Furthermore, positive social change might lead to the reduction in the unemployment rate, increase in tax revenue and sustainable retail businesses.
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Nature of the Study
A qualitative method is suited for this study because a qualitative method explores what is occurring or what happened (Yin, 2014). Qualitative methods are useful for gaining a better understanding of the experiences of the individuals participating in a study (Marshall & Rossman, 2016). The quantitative method did not meet the needs of this study because quantitative methods involve the testing of a theory, analyzing statistical data and testing and the examination of relationships (Fowler, 2008). I did not choose mixed method approach for this study because mixed method explores experiences to gain in-depth understanding regarding a phenomenon with a close on a previously conducted[R4]study (Venkatesh, Brown, & Bala, 2013). Naidu &[R5] Patel (2013) suggested that a mixed method is complex and requires a statistical procedure to support a researcher’s argument and therefore not suitable for this study because the intent of this study is not focused on measuring numerical data.
Bernard (2013) suggested that qualitative methods are appropriate in research where the research questions do not require quantitative and qualitative methods. A qualitative method will provide leaders the opportunity to discuss strategies that will decrease voluntary employee turnover; therefore, a mixed method is not appropriate for this study.
This study aims at the why and how questions and does not intend to control behaviors. Yin (2014) noted that case studies do not require the researcher to control behavioral events; rather, they enable the researcher to ask the why and how questions and to seek relevant information. A case study design adds knowledge and provides simple information from past research on a phenomenon (Amerson, 2011). Case studies involve the why and how questions (Yin, 2014), and focuses on things that do not require the researcher to change behaviors or develop new behaviors. The phenomenological research design is similar to the case study, what sets them apart is that a phenomenological design requires the researcher to develop themes specifically regarding the phenomenon (Yin, 2012).A[R6]study on strategies for decreasing voluntary employee turnover does not require the development of specific issues. Additionally, this study’s research questions align with Yin’s (2014) recommendations for a case study methodology.
Research Question
The primary research question for this study is, what strategies do retail outletsleaders[R7] use in decreasing employee turnover?
This study seeks to answer the following questions:
1. What strategies have you implemented to decrease employee turnover in your organization?
2. Describe the barriers you encountered when you first implemented these strategies[R8]
3. What strategies do you recommend for retail organizations leaders in order to decrease employee turnover?
4. What challenges have you encountered when attempting to decrease employee turnover in your organization?
5. What strategies worked best for you in decreasing employee turnover?
6. What other information would you like to share regarding decreasing employee turnover?
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Theoretical or Conceptual Framework
Herzberg, Mausner, and Snyderman (1959) developed the Herzberg two factor theory in 1959 to address factors in the workplace that impact satisfaction and a separate set of factors that contribute to employee dissatisfaction. I choose the Herzberg two factor theory in order to gain a deeper understanding of the factors that contribute to employee satisfaction and dissatisfaction in the workplace. A key component of the Herzberg’s(1959, 1974)[R9]motivation-hygiene theory relates to job satisfaction. Derby-Davis,[R10](2014) suggested that the Herzberg’s motivation-hygiene theory outlines basics strategies that could decrease employee turnover. When factors related to job satisfaction increase, the intentions of employees to leave their jobs decrease[R11]. The Herzberg’s motivation-hygiene theory includes information that promotes employee motivation and satisfaction with their jobs (Shahzada,[R12] & Khan, 2013).Furthermore[R13], Herzberg’s motivation-hygiene theory implies that employee turnover intentions increase when employees are dissatisfied with their jobs and when employees do not feel motivated. The Herzberg two-factor theory explains what satisfies, and dissatisfies employees, and it forms an essential framework for this study. The two-factor theory or motivational[R14] –hygiene theory provides an outline of factors that result in employee satisfaction as well as dissatisfaction. Understanding the circumstances that lead to employee satisfaction and dissatisfaction are essential components of an organization’s success and could support retention strategies (Iqbal, 2010).While [R15]the basis of this theory has remained firm, Herzberg included factors that contribute to positive job attitudes and job performance to this theory[R16].
I chose the Herzberg.( 1959[R17]) two-factor theory for this study to explore the factors that contribute to employee job satisfaction and dissatisfaction (Herzberg et al., 1959).The key components of this theory are (a) basic needs that motivate individuals (b) hygiene factors exist that are extrinsic to work (c) motivators that drive people to work[R18]. Herzberg et al.’s (1959) theory emerged because of data collection through an interview process that asked the respondents to describe work situations where they felt happy and when they felt unhappy .
As applied to this study, the two-factor theory can aid in understanding factors that contribute to job satisfaction, factors that lead to job dissatisfaction and the impact they have on employee viewpoint as it pertains to employee turnover. The Herzberg.[R19] the two-factor theory impliesthat turnover decreased when the factors related to job dissatisfaction reduces in the workplace (Lumadi, 2014). An increase in employee turnover affects the motivation and overall productivity in an organization (Galletta, et al., 2011). The incorporation of the Herzberg et al. motivation-hygiene[R20]theory into the conceptual framework of this study is essential in exploring the strategies that retail leaders can use in decreasing employee turnover.
Operational Definitions
Assumptions, Limitations, and Delimitations
The following section includes information about the assumptions, limitations and the delimitations of this study.
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Assumptions
Assumptions in a study are those things that are relevant to a study that without them the problem of the study might not exist; they are out of the control of the researcher (Simon, & Goes, 2013). An assumption is that retail leaders will respond quickly to the questions and provide comprehensive answers that could lead to other questions to enhance the qualitative methodology[R21]. One final assumption is that retail leaders will provide answers to my[R22] questions that will outline the strategies they use to decrease employee turnover.
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Limitations
Limitations are the constraints to the generalizability and application of the research findings (Locke, Spirduso, & Silverman, 2014). Limitations can differ from one study to another in a qualitative study (Marshall & Rossman, 2011). The location of the study may limit the variety of the experiences and viewpoints of retail leaders. Eliminating personal bias from the study is one of the limitations. Personal biases influence the credibility of research data (Tuohy, Cooney, Dowling, Murphy, & Sixmith, 2013). I will attempt to eliminate personal biases, but that might not be possible[R23].
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Delimitations
Delimitations affect the scope of the study (Alina, Mathis, &Oriole 2012). The scope of this study is the strategies that retail leaders use to decrease voluntary employee turnover. One of the delimitations of this study is that retail leaders in the Hudson Valley region of New York will be transparent and that they will present accurate information on strategies they have implemented to decrease employee turnover. Additionally, leaders of retail outlets outside of the Hudson Valley region cannot participate in the study.
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Significance of the Study
The significance of the study is to contribute to the existing knowledge on the impact of employee turnover on the retail sector[R24][R25].
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Contribution to Business Practice
This study may contribute to effective business practices by enhancing organizational performance and providing crucial information that may reduce low voluntary employee turnover (Cho & Lewis, 2012).Employee[R26]turnover may lead to improvements in overall performance of retail outlets. Leaders of organizations face several challenges in the U.S. when dealing with increased employee turnover rates in their organizations (Davis, 2013). Increase in employee turnover can lead to direct and indirect cost for organizations (Wang, Wang, Xu, & Ji, 2014). One objective of this study is to develop strategies that will assist organizational leaders in developing policies that will enhance employee retention. Decreasing employee turnover may increase business profitability and financial sustainability of organizations,
The outcome of this study will include significant results for organizations to develop a procedure that will enhance employee recruitment and retention. Furthermore, this study may have a considerable impact on organizational growth and fill the gaps that may exist in understanding the impact of employee turnover in organizations. Leaders of organizations may use the findings to understand the causes of employee turnover and create plans to enhance retention. Creating retention policies in organizations could increase organizational sustainability and improve business practices.
Implications for Social Change
Social change begins with community members, small business owners, retail leaders, and community organizers who inspire others within the community to believe in themselves and embrace change for a better future (Saha 2014). This study may contribute to positive social change by outlining community supports, positive work environments, and community partnerships for employees (George, 2015).Furthermore[R27], decreasing employee turnover could lead to higher community employment and increase in the standard of living within the community.
References
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[R5]Use & in the parenthetical citations and “and” in the textual ones.
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[R9]you listed Herzberg, Mausner, and Snyderman as the authors-this needs to be continued here. Keep the authors’ names and the author of the 1974 source
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[R17]change “the Herzberg two-factor”
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[R20]be consistent – call it two-factor or motivation-hygiene but not both after you first explained it had both of these names
[R21]this is not really what to say but I am wondering about this
[R22]your margin is again not set correctly
[R23]what steps can you take to eliminate personal bias?
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[R25]Develop this a little more
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[R30]You need to set your ruler and not use spaces or paragraph setting to have hanging indentation
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[R41]none of these words should start with a capital letter
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[R43]you really used both versions? Put this one first
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[R46]space and add the hanging indentation and a period after “Sage.”
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