Employee Retention Strategies in Nonprofit Organizations

Employee Retention Strategies in Nonprofit Organizations by Ann Marie Laing MBA, Nova Southeastern University, 2005 BA, University of Phoenix, 2003 Dissertation Submitted in Partial Fulfillment of the Requirements for the Degree of Doctor of Philosophy Management Walden University 2019 Abstract The nonprofit sector is faced with the business problem of low employee retention rates. Low employee retention rate presents various business challenges, which includes the inability to offer community members much needed social service programs as well as providing a competitive compensation package to their employees. The purpose of this descriptive phenomenological study was to explore the evidence-based best practice strategies in employee retention used in the nonprofit sector. The research included a conceptual framework focusing on Herzberg's Motivation Hygiene Theory. The conceptual framework utilized in this study included segmentation of different employee retention strategies in nonprofit organizations. Data were collected from semi-structured face-to-face and Skype interviews with 13 leaders in the nonprofit sector. The sample included 8 female and 5 male participants working in the nonprofit sector in Central and South Florida. NVivo 12 software program was utilized to help the researcher interpret the research findings. The findings from coding analysis revealed strategies in motivation, employment status, mentoring, communication, human resource practices, job satisfaction and job security, reward management, and organizational leadership. In some mentoring programs the mentors spend time talking with the mentees about the path they took in achieving their career goals. Job satisfaction includes job security, work-life balance, and a flexible work schedule. Findings may be used to sustain community-based programs in the nonprofit sector. An increase in the employee retention rate may have a positive impact on social change in the community.The nonprofit sector is faced with the business problem of low employee retention rates. Low employee retention rate presents various business challenges, which includes the inability to offer community members much needed social service programs as well as providing a competitive compensation package to their employees. The purpose of this descriptive phenomenological study was to explore the evidence-based best practice strategies in employee retention used in the nonprofit sector. The research included a conceptual framework focusing on Herzberg's Motivation Hygiene Theory. The conceptual framework utilized in this study included segmentation of different employee retention strategies in nonprofit organizations. Data were collected from semi-structured face-to-face and Skype interviews with 13 leaders in the nonprofit sector. The sample included 8 female and 5 male participants working in the nonprofit sector in Central and South Florida. NVivo 12 software program was utilized to help the researcher interpret the research findings. The findings from coding analysis revealed strategies in motivation, employment status, mentoring, communication, human resource practices, job satisfaction and job security, reward management, and organizational leadership. In some mentoring programs the mentors spend time talking with the mentees about the path they took in achieving their career goals. Job satisfaction includes job security, work-life balance, and a flexible work schedule. Findings may be used to sustain community-based programs in the nonprofit sector. An increase in the employee retention rate may have a positive impact on social change in the community. Employee Retention Strategies in Nonprofit Organizations by Ann Marie Laing MBA, Nova Southeastern University, 2005 BA, University of Phoenix, 2003 Dissertation Submitted in Partial Fulfillment of the Requirements for the Degree of Doctor of Philosophy Management Walden University June 2019 Dedication I dedicate this doctoral study to four people who have made the greatest impact on my life and who have been supportive of me on my journey to completing my PhD program. I want to thank you for your commitment to me during this journey. To my son, Kemar M. Mapp, who completed a MS in public health. I am proud of the man that you are, the husband, and the father that you are destined to become. To three of the strongest women who have traveled life’s road with me: To my daughter, Kyesha R. Mapp Esq. , who showed so much strength and courage when she was faced with obstacles on the road to achieving her dreams of becoming an attorney. You are a strong, educated, and beautiful young lady. I am proud to call you my daughter. To my best friend, Shawn Brown Whilby, who has seen more tragedy in less than a year than most people face in a lifetime. She handled the situation with such grace, strength, and courage. Every day I see you I keep looking for your cape. You are a true super woman and a great mother. To my mother, Mary Cunningham (who is no longer with us), she was my strongest supporter. She was a single mother of five children who did everything that needed to be done to raise her family. She would celebrate my report card day every year by cooking my favorite meal, starting from the first grade. I love you and miss you very much. Acknowledgments I would like to recognize and acknowledge each of my committee members for their effort, support, and contributions. My mentor and committee chairperson, Dr. Robert DeYoung; committee member, Dr. Jean Gordon; university reviewer, Dr. Lisa Barrow; and program director, Dr. Sandy Kolberg. Each of you played a key role in making this journey a success. Your words of encouragement, motivation, and constructive feedback were instrumental in my successful completion of this PhD program. I am thankful, and I will be forever grateful.