Strategies to Reduce Job Dissatisfaction within 911 Call Centers

Strategies to Reduce Job Dissatisfaction within 911 Call Centers by Gary R. Marshall MAIS, Athabasca University, 2013 BGS, Athabasca University, 2006 Doctoral Study Submitted in Partial Fulfillment Of the Requirements for the Degree of Doctor of Business Administration Walden University November 2019 Abstract In 2017, more than 6.9 million employees parted ways with their employer because of voluntary employee turnover, layoffs, or terminations. Emergency call center supervisors who fail to implement adequate job satisfaction strategies experience reduced productivity and increased voluntary turnover. The purpose of this multiple case study was to explore the strategies some southern Ontario 911 call center supervisors used to reduce job dissatisfaction. The conceptual framework supporting the study was the competing values framework. The population included 6 supervisors of 911 call centers in the province of Ontario, Canada, who successfully implemented job satisfaction strategies. Data were collected from interviews with the leaders and documentation. Data were analyzed using Yin's 5-step process. Three themes emerged: provide supportive leadership, create a balanced culture, and provide non-financial rewards. The implications for positive social change include healthy working communities through decreased job dissatisfaction resulting in organizations' greater productivity and provision of services.In 2017, more than 6.9 million employees parted ways with their employer because of voluntary employee turnover, layoffs, or terminations. Emergency call center supervisors who fail to implement adequate job satisfaction strategies experience reduced productivity and increased voluntary turnover. The purpose of this multiple case study was to explore the strategies some southern Ontario 911 call center supervisors used to reduce job dissatisfaction. The conceptual framework supporting the study was the competing values framework. The population included 6 supervisors of 911 call centers in the province of Ontario, Canada, who successfully implemented job satisfaction strategies. Data were collected from interviews with the leaders and documentation. Data were analyzed using Yin's 5-step process. Three themes emerged: provide supportive leadership, create a balanced culture, and provide non-financial rewards. The implications for positive social change include healthy working communities through decreased job dissatisfaction resulting in organizations' greater productivity and provision of services. Strategies to Reduce Job Dissatisfaction within 911 Call Centers By Gary R. Marshall MAIS, Athabasca University, 2013 BGS, Athabasca University, 2006 Doctoral Study Submitted in Partial Fulfillment Of the Requirements for the Degree of Doctor of Business Administration Walden University November 2019 Dedication I dedicate this doctoral study to late father Garfield Marshall, who always encouraged me to "keep my head in my books," his wisdom and advice gave me the drive and determination to never quit. I thank my dear mother Linda Marshall, who has worked so hard to give me the life I now live, I appreciate all you have done for me more than you will ever know. I thank my wife Nadeera Marshall for her patience, encouragement, and support during this doctoral journey, I could not have reached this goal without you, and for that, I am eternally grateful. Finally, I thank my family and coworkers, who always encouraged me to work hard and never give up. The only true wisdom is in knowing you know nothing.