Turnover is becoming a major problem for organizations throughout the world. A management survey of 900 workers indicated that 60% of them intended to turnover in 2010; and a 2009 employment Dynamic and Growth Report (Anonymous, 2009) estimated that 55% of all employees in the retail industry intend to change jobs when the economy improves. According to Johnson and Indvik (2006), managers behaving in an unprofessional manner are contributing to higher turnover percentages. The purpose of the phenomenological qualitative study was to explore the thoughts, opinions, concerns, needs, and lived experiences of frontline employees related to job satisfaction, job performance, and the decisions they made to stay employed by an organization. Interviews of 20 frontline employees who have worked at a mid-size to large retailer located in southeastern California revealed four emerging themes to describe the needs and expectations of the frontline employee. The emerging themes were communication, competency/skills, respect, and training and development. The review of the literature identified relevant information about turnover, organizational culture, organizational behavior, retention strategies, management theory, and communication. The themes offered information to CEOs, senior leaders and managers in retail that might assist in planning for the future training and development strategies for managers. The findings of the study provide deep insights into the concerns and needs of frontline employees. Recommendations for future study and implications for leadership and practice are also discussed.