Year: 2021
Type: dissertation
Abstract: Employee turnover comes at a high cost to businesses’ profits, operational expenses, and organizational performance and growth. The high turnover of salespeople has implications for organizational leaders in lost revenue, decreased productivity, and customer satisfaction. Grounded in leader-member exchange theory, the purpose of this qualitative multiple case study was to explore retention strategies sales managers use to reduce the voluntary turnover of sales representatives. The participants were six sales managers who implemented successful retention strategies. Data were collected using semi-structured interviews, company documents, and public documentation. The data were analyzed using Yin's 5-step data analysis method, and four themes emerged: person-organization fit, supportive work environment, effective communication, and rewards and recognition. A key recommendation is for sales leaders to provide mentors to new employees. The implications for positive social change include the potential to contribute to local communities' economic health, growth, and educational needs. Further implications for social change include stable employment to create greater prosperity for local families and communities.
Source: ScholarWorks (Walden University)
Author: Braxton, Karen
Institution: Walden University
Language: English
Domain: Social Sciences
Open Access status: green
OpenAlex ID: W7009577321