Employee Turnover in Frontline Hospital Staff

Employee Turnover in Frontline Hospital Staff by Jeanne L. Wilson MBA, Florida Institute of Technology, 1995 BBA, Loyola University – New Orleans, 1991 Doctoral Study Submitted in Partial Fulfillment of the Requirements for the Degree of Doctor of Business Administration Walden University December 2016 Abstract Employee turnover is costly in service-intensive organizations where employee-customer interactions directly affect the organization’s success. The purpose of this multiple case study was to identify strategies community hospital leaders use to reduce frontline support employee turnover. The study population consisted of leaders of a communityEmployee turnover is costly in service-intensive organizations where employee-customer interactions directly affect the organization’s success. The purpose of this multiple case study was to identify strategies community hospital leaders use to reduce frontline support employee turnover. The study population consisted of leaders of a community hospital in southeast Louisiana. The conceptual framework for this study is Kahn’s model of employee engagement. Semistructured interviews were conducted with eight hospital leaders in southeast Louisiana who were selected through census sampling. Interview transcripts were analyzed and coded following Yin’s case study analysis process. Methodological triangulation allowed for a comparison of the findings of the interviews with information derived from exit interviews and employee engagement survey results. Four themes emerged from the interviews and document review: leadership, hiring and onboarding strategies, pay and compensation, and organizationalrelated factors. Reducing turnover among frontline hospital support employees can positively affect the quality of care provided to patients, and improve the level of service provided by the hospital to the community it serves. Beyond increasing organizational efficiency, the findings of this study can contribute to social change benefits for employees as continued employment allows individuals to provide for themselves and their families. Employee Turnover in Frontline Hospital Staff by Jeanne L. Wilson MBA, Florida Institute of Technology, 1995 BBA, Loyola University – New Orleans, 1991 Doctoral Study Submitted in Partial Fulfillment of the Requirements for the Degree of Doctor of Business Administration Walden University December 2016 Dedication I dedicate this study to my father, Donald Wilson, who instilled in me a love of learning and the confidence that I can do whatever I set out to do. Although he is no longer physically with us, his spirit lives on through those he touched. I also dedicate this to my mother, Jean Wilson, my best friend. I was fortunate to be blessed with the best parents anyone could have asked for. You taught me from a young age that through Christ all things are possible. Acknowledgments I acknowledge those who have walked with me through this journey. First, my family, especially Karissa and Linda, who continually supported me on this journey. You show me on a daily basis how lucky I am to have you in my life. Second, my friends who encouraged me and patiently listened to me complain. I believe the lyrics from For Good apply to how you have influenced me. I would especially like to acknowledge the leaders of the organization who allowed me to use the hospital as the basis for my study. You are true leaders who make a difference in people’s lives every day. Thank you for taking time out of your busy schedules. I also appreciate the confidence you have shown in me by allowing me to expand my role in taking on new challenges. I would like to acknowledge my chair, Dr. Teresa Jepma, for her encouragement and feedback. Thank you, Dr. Freda Turner, for your inspiration and support of every student in the Walden doctoral program.