Strategies for Retaining Employees in the Nonprofit Sector

Strategies for Retaining Employees in the Nonprofit Sector by George Parker MBA, Excelsior, 2015 BS, Park University, 2010 Consulting Capstone Study Submitted in Partial Fulfillment of the Requirements for the Degree of Doctor of Business Administration Walden University February 2018 Abstract Voluntary employee turnover is a concern for nonprofit leaders due to human capital’s strategic role in achieving performance excellence. The consequences of volunteer turnover include loss of profitability, productivity, knowledge, and financial stability. The purpose of this single-case study was to explore strategies used by 3 leaders of a nonprofit organization in the Washington, DC, area who have experience with the nonprofit’s employee retention efforts. Data were collected from semistructured face-toface interviews and organizational documentation and analyzed through the conceptual lens of Maslow’s hierarchy of needs theory. Data gathered from interviews and analyses of organizational data and performance outcomes were manually coded and thematically organized. The use of member checking the data and methodological triangulation increased the trustworthiness of data interpretation and the study. Three key themes emerged: (a) training and development, (b) advancement opportunities, and (c) strategic leadership. Through analysis of data collected for this study, nonprofit leaders can assess their employees’ development needs and provide training to support their growth. Nonprofit leaders may support their employees’ development by creating a career path by aligning tenure with advancement and formal training. Nonprofit leaders’ actions and decisions affect workforce commitment. Nonprofit employees are intrinsically motivated to create positive social change and make an impact on nonprofits’ stakeholders via programs and services. Nonprofit leaders can use this study to improve retention strategies, ensure their employees’ wellbeing, and contribute to positive social change by assisting employees in ensuring stakeholder wellbeing.Voluntary employee turnover is a concern for nonprofit leaders due to human capital’s strategic role in achieving performance excellence. The consequences of volunteer turnover include loss of profitability, productivity, knowledge, and financial stability. The purpose of this single-case study was to explore strategies used by 3 leaders of a nonprofit organization in the Washington, DC, area who have experience with the nonprofit’s employee retention efforts. Data were collected from semistructured face-toface interviews and organizational documentation and analyzed through the conceptual lens of Maslow’s hierarchy of needs theory. Data gathered from interviews and analyses of organizational data and performance outcomes were manually coded and thematically organized. The use of member checking the data and methodological triangulation increased the trustworthiness of data interpretation and the study. Three key themes emerged: (a) training and development, (b) advancement opportunities, and (c) strategic leadership. Through analysis of data collected for this study, nonprofit leaders can assess their employees’ development needs and provide training to support their growth. Nonprofit leaders may support their employees’ development by creating a career path by aligning tenure with advancement and formal training. Nonprofit leaders’ actions and decisions affect workforce commitment. Nonprofit employees are intrinsically motivated to create positive social change and make an impact on nonprofits’ stakeholders via programs and services. Nonprofit leaders can use this study to improve retention strategies, ensure their employees’ wellbeing, and contribute to positive social change by assisting employees in ensuring stakeholder wellbeing. Strategies for Retaining Employees in the Nonprofit Sector by George Parker MBA, Excelsior, 2015 BS, Park University, 2010 Consulting Capstone Study Submitted in Partial Fulfillment of the Requirements for the Degree of Doctor of Business Administration Walden University February 2018 Dedication I dedicate this doctoral study to my mom, a working single parent who I owe for all of my accomplishments in life. I am thankful for your love, care, and values. I will always strive to be the man you raised me to be. I promise! I love you! Aikido, this is for you also. Always believe in your ability to achieve the unbelievable. I love you! Ieshia, Monte, Jamaar, and Jayden, I love you! Acknowledgments First, I would like to acknowledge the Burton Family for giving me support when I needed it the most. Thank you, Mr. Burton, Mrs. Burton, Chris, Brian, and Robyn. Second, I would like to acknowledge and thank the United States Army and everyone that made it possible for soldiers to receive education benefits while serving, and after serving the country. Third, I would like to thank the numerous friends who supported me throughout this process. Finally, I would like to thank my chair, Dr. Garfield, for her encouragement, guidance, and commitment to ensure that I succeed. Dr. Garfield, thank you for everything! I appreciate your unwavering determination to ensure that I completed a thorough doctoral study.