The voluntary turnover rate of automobile salespeople has increased by 11% since 2002 (Joetan & Kleiner, 2004). The purpose of the current qualitative phenomenological research study was to explore the perceptions and lived experiences that preceded salespeople’s decision to voluntarily leave one dealership for another after gaining sales experience in the automobile retail industry. A total of 25 purposively selected participants selling Toyota, Nissan, Mercedes, Chrysler-Dodge and Chevrolet, were interviewed until the point of saturation. The data collection procedure for the current qualitative phenomenological research study involved asking 25 research participants four interview questions and three open-ended and semi-structured questions about their perceptions and lived experiences with voluntary turnover. A total of 80% of the participants in the current study mentioned increased incentives can prevent voluntary turnover among salespeople. While the invariant constituent of salespeople not respected accounted for 80% for voluntary leave decision, increasing incentive also accounted for 80% of the reason that can prevent a salesperson from leaving for another dealership. The information provided by participants in the study may assist leaders in the automobile retail trade on how to increase retention by creating strategies for increasing respect and incentives for automobile salespeople in the U.S. The contribution of the study to leadership and knowledge are the perception and understanding that the study will bring to the awareness of leaders in automobile dealerships.
|Advisor:||Davies, Cynthia J.|
|School:||University of Phoenix|
|School Location:||United States -- Arizona|
|Source:||DAI-A 73/08(E), Dissertation Abstracts International|
|Subjects:||Management, Organizational behavior|
|Keywords:||Automobile salespeople, Turnover rate, Voluntary turnover|
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