The retail industry has one of the highest turnover rates compared to other industries. This study examined retention and attrition in the retail industry. The problem investigated is the retention and attrition in the retail industry. The purpose of this qualitative case study is to explore best practices for staff retention in the retail industry. For business owners, employee turnover is a significant issue that affects the quality of service, staff morale, and employee relations. The theoretical framework for this study was guided by the Social Exchange Theory. The target population was non-managerial employees with less than two years, and more than three years employment with the same organization. The data collection process comprised of semi-structured interviews using open-ended questions. The key findings of this study as it relates to retention in retail include having a positive work environment, adequate compensation, flexible schedules, and advancement opportunities within the company. Reducing the problem of turnover in retail may improve organizational effectiveness. Future researchers could expand the demographics of the population, include a different geographic area, and focus on managers and supervisors to obtain a different perspective of why employees leave or stay. The potential for leaders to apply strategies useful for reducing employee turnover rates may reduce unemployment, stabilize communities, and improve the human and social conditions outside the workplace.
|Advisor:||Lowery Clark, Jessica|
|Commitee:||Thompson, Robert, Kimmel, Sharon|
|Department:||School of Business and Technology Management|
|School Location:||United States -- California|
|Source:||DAI-A 82/4(E), Dissertation Abstracts International|
|Subjects:||Business administration, Occupational psychology, Labor relations|
|Keywords:||Retail, Retention, Attrition|
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