Supermarkets in the United States are experiencing losses in profitability due to an increase in voluntary employee turnover. Grounded in Herzberg’s two-factor theory of motivation, the purpose of this qualitative multiple case study was to explore strategies supermarket managers use to reduce voluntary employee turnover. Participants were 5 supermarket managers in the Southeast United States who successfully reduced voluntary employee turnover. Participants responded to 7 open-ended, semistructured interview questions. A review of company documents and peer-reviewed journals supplemented the data collection. Thematic analysis was used to analyze data and 4 themes emerged: compensation, employee recognition, organizational culture, and empowerment. The implications for positive social change include increasing organizational profitability and socioeconomic development by providing job satisfaction for the employee, which improves customer service.