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HUMAN RESOURCE MANAGEMENT PRACTICES AND EMPLOYEE TURNOVER

IN THE RETAIL TRACTOR INDUSTRY

Christi J. Madden

CHARLENE DUNFEE, PhD, Faculty Mentor and Chair

EARL LEVITH, DBA, Committee Member

LAURA MAYS, EdD, Committee Member

Rhonda Capron, EdD, Dean, School of Business and Technology

A Dissertation Presented in Partial Fulfillment

of the Requirements for the Degree

Doctor of Business Administration

Capella University

August 2018

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Abstract

Some managers in the retail tractor industry might lack strategies to retain their employees, and

the lack of retention has resulted in a high rate of voluntary turnover in retail. Voluntary

employee turnover directly relates to fluctuations in organizational growth in sales and profit

margins. Retail managers need a clear understanding of the significance and benefits of

employee retention. The purpose of this qualitative single case study was to explore strategies

that managers in the retail tractor industry use to prevent voluntary employee turnover. This

study provides knowledge on human resource management strategies and voluntary employee

turnover in the retail sector gained by exploring strategies that managers use to decrease

voluntary employee turnover in the retail tractor industry. The research question was as follows:

What strategies do managers use to decrease voluntary employee turnover in the retail tractor

industry? Human capital theory served as the conceptual framework of this research. The

framework provided retail managers a model of how to identify ways to use human resources

management strategies effectively to retain key employees. The qualitative case study included

three data sources and involved triangulating the findings to verify the data gathered. For this

study, 12 managers were recruited from three tractor supply retail stores within the same

organization. Specifically, participants in the sample frame were managers who have worked for

at least 1 year in a tractor supply store, have worked in a managerial position for at least 1 year,

and are 18–50 years old. The data collection methods were one-on-one interviews, external

documentation, and focus groups. Four themes emerged: competitive incentives, positive

relationships, job satisfaction, and effective leadership. The themes provide practical strategies

for decreasing voluntary employee turnover; therefore, the results have practical consequences

for addressing the problem in the real world. Each theme was consistent with the literature. The

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data were consistent with human capital theory and provided insight into how to develop human

capital. The results indicated some everyday strategies managers use to fight voluntary turnover.

To bridge the gap between theoretical management issues and the reality of management in the

local context, managers need to be able to create a practical approach to leadership. The results

and limitations may add options for future research. Future studies should seek to confirm the

results by using several single case studies or a multiple case study design to cover various

contexts in a single study. Such studies could be qualitative to explore managerial qualities that

participants feel contributed to their decisions or quantitative to analyze to what degree various

managerial traits are essential to this group of retail employees.

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Dedication

This dissertation is dedicated to three important people. All of whom taught me how to

survive and prosper in life. Without their help and guidance, I would not be where I am today.

To my father, John Robert Madden (May 12, 1944–October 26, 2006). Although my

father is not here to share this moment with me, I would like to express my thanks to the man

who made me the person that I am today. A man who always supported and assured me that I

would be a strong woman and that no one could stop me unless I let them. All his teachings

and the long talks we had on the lake paid off. My father still embodies my definition of

Superman. Now God has him, and I finally understand the truths that you bestowed upon me.

To my grandmother, Queen Victoria Mitchell Madden Totten (March 4, 1920–January

11, 2014), who continues from Heaven to be my encourager. A woman that has taught me to

love and embrace human beings. A teacher of the most precious gift that I will treasure forever

- forgiveness. All her wisdom has made me who I am today. My struggles were not only mine.

She took them from me and gave them to the Lord. No matter how many grandchildren you

had, you always loved each of us equally. Granny, “I love you,” and I thank God for blessing

me with your creation.

To my mother, Corene Jean Lownes Madden (June 26, 1945–June 19, 2017), a woman

who always believed in me. A woman who continues to be a constant source of inspiration in

my life. Although she is not here to share this moment, I will always feel her presence that

guided me to complete this journey. She will forever be my strength. This achievement would

not have been accomplished without her encouragement, prayers, and teachings.

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Acknowledgments

First and foremost, I would like to thank God for guiding me through this journey.

“Trust in the Lord with all your heart, and do not rely on your understanding. Acknowledge

him in all your ways, and he will make your paths straight” (Proverbs 3:5-6, New International

Version).

I would like to thank my faculty mentor and chair, Dr. Charlene Dunfee, and my

committee members for their dedication, patience, and suggestions to improve my study.

Although I had a tremendous amount of support throughout my journey, I would like to thank

some individuals for their daily motivation, patience, and encouragement. You all played a

different part in this journey, but as you know the advice, late night conversations and

encouragement can never be forgotten or discredited: Mr. Reggie Tucker, Mr. and Mrs. Greg

Cummings, Mr. and Mrs. Jevon Madden, Mr. Richard Madden, Mr. Omar Cummings, Ms.

Angel Cummings, Ms. Doris Brown, Mrs. Mary L. Rock, Dr. Holly Lownes, Mrs. Dunetha

Hamlin, Ms. Sonte Johnson, Ms. L’Tisha Bell, Ms. Michelle Albaladejo, Ms. Catherine Smith,

Dr. Chrisherella Warthen-Sutton and the entire Madden and Lownes family.

I especially would like to acknowledge the one person that gives me all my strength and

motivation, my son, Jaden LaVone Killebrew. I appreciate all the times you were willing to

reschedule events so that I could meet my dissertation deadlines. You are the reason my

blessings are coming true. I love you.

I reserve a special acknowledgment for the participants and facility in this study. While

they shall remain anonymous, their contributions were critical to the success of the study.

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Table of Contents

Acknowledgments................................................................................................................v

List of Tables ..................................................................................................................... ix

CHAPTER 1. INTRODUCTION ....................................................................................................1

Introduction ..........................................................................................................................1

Background ..........................................................................................................................1

Business Problem .................................................................................................................4

Research Purpose .................................................................................................................5

Research Question ...............................................................................................................5

Rationale ..............................................................................................................................6

Conceptual Framework ........................................................................................................7

Significance..........................................................................................................................8

Definition of Terms..............................................................................................................9

Assumptions and Limitations ............................................................................................10

Organization for Remainder of Study ................................................................................11

CHAPTER 2. LITERATURE REVIEW .......................................................................................12

Presentation of Seminal Works ..........................................................................................13

Presentation of Core Literature ..........................................................................................29

Presentation of Practitioner Articles ..................................................................................34

Application and Influence of the Literature to the Proposed Study...................................42

CHAPTER 3. METHODOLOGY .................................................................................................44

Design and Methodology ...................................................................................................44

Participants .........................................................................................................................46

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vii

Setting ................................................................................................................................48

Analysis of Research Question ..........................................................................................50

Data Collection ..................................................................................................................54

Data Analysis .....................................................................................................................57

Credibility and Dependability ............................................................................................61

Ethical Considerations .......................................................................................................64

CHAPTER 4. RESULTS ...............................................................................................................68

Introduction ........................................................................................................................68

Data Collection ..................................................................................................................68

Data Analysis and Results .................................................................................................73

Summary ............................................................................................................................90

CHAPTER 5. DISCUSSION, IMPLICATIONS, RECOMMENDATIONS ................................94

Introduction ........................................................................................................................94

Evaluation of Research Questions .....................................................................................95

Fulfillment of Research Purpose ......................................................................................106

Contribution to Business Problem ...................................................................................110

Recommendations for Further Research ..........................................................................112

Conclusions ......................................................................................................................114

References ....................................................................................................................................117

APPENDIX A. STATEMENT OF ORIGINAL WORK ............................................................129

APPENDIX B. INTERVIEW PROTOCOL FOR ONE-ON-ONE INTERVIEWS AND

FOCUS GROUP DISCUSSION..................................................................................................130

APPENDIX C. DIRECT OBSERVATION PROTOCOL ..........................................................132

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viii

APPENDIX D. SAMPLE E-MAIL FOR RECRUITMENT .......................................................134

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List of Tables

Table 1. Codes by Data Source, Triangulation Processes, and Emergent Themes 75

Table 2. Effective Employee Incentives 79

Table 3. Strategies for Building Positive Relationships With Employees 82

Table 4. Leadership Strategies Used to Decrease Voluntary Employee Turnover 88

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List of Figures

Figure 1. Conceptual framework of human capital theory adapted from Becker

(1964), Becker and Chiswick (1966), and Schultz (1961). 8

Figure 2. Initial employee turnover themes from Becker (1964), Ben-Porath (1967),

Bass (1985), Burns (1978), Min (2007), and Schultz (1961). 53

Figure 3. Data collection process. 54

Figure 4. External documentation themes. 76

Figure 5. The 25 most frequently used words in one-on-one and focus group

interviews with a minimum of five letters per word and an exact word

match. 77

Figure 6. Final employee turnover themes and substantive themes. 78

Figure 7. Sample of participants’ responses to how managers should view and

understand positive relationships in the workplace. 83

Figure 8. Examples of participants’ responses regarding how managers should view

and understand job satisfaction in the workplace. 86

Figure 9. Final themes with critical findings. 91

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CHAPTER 1. INTRODUCTION

Introduction

In 2015, employee turnover levels in the retail trade industry increased to a median

turnover rate of 65%, which represented a 31% increase from 2011 (U.S. Department of Labor,

Bureau of Labor Statistics, 2016). Small business retailers have noted that they may need to

adjust basic retailing strategies (Judd, 2015) and implement strategies to reduce employee

turnover (Murrell-Jones, 2012). In the proposed doctoral study added to the existing body of

knowledge in human resource management (HRM). The purpose of the qualitative single case

study was to explore strategies that managers in the retail tractor industry use to prevent

voluntary employee turnover. Provided in Chapter 1 are the foundational elements of the

proposed study: a background discussion of the current state of scholarly and practitioner

research, an applied business problem, the study’s purpose, the rationale, and the research

question. Also provided is an examination of the case study that forms the conceptual

framework.

Background

The retail industry is progressively becoming global, and HRM strategies play a

significant role in organizational objectives to build a sustainable competitive advantage to

minimize voluntary employee turnover (Levy & Weitz, 2012). In the retail trade industry, trends

indicate retail employees are instrumental in disseminating the branding and in delivering

services and goods to consumers. Voluntary employee turnover in retail is one of the most

problematic issues globally due to various factors such as salary, hours, career advancement

opportunities, education level, employee tenure, job security, and working environment (Khatri,

Chong, & Budhwar, 2001). According to figures released by the U.S. Department of Labor,

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Bureau of Labor Statistics (2016), the average data trend for employee turnover in the United

States is 9%. However, this figure has soared to an annual rate of 45% since the early 2000s. The

pattern directly correlates with sales and profit margins. This trend pattern indicates an average

of a 3.5% increase in monthly turnover, in comparison to 5% in 2015. This loss of human

resources is the second highest when compared to other industries (U.S. Department of Labor,

Bureau of Labor Statistics, 2016). A further disaggregation of turnover trends includes like

factors such as demographics and occupational, organizational, and individual variables (Min,

2007). Although Min (2007) indicated that these factors affect voluntary employee turnover, pay

has been one of the most common themes that continues to affect voluntary employee turnover

in the retail industry. Pay causes employees to select a place to work initially (Levy & Weitz,

2012). Pay is also one of the most important reasons that employees leave a company (Levy &

Weitz, 2012). In the retail industry, there are also external factors that influence voluntary

employee turnover, such as sales and profits (Levy & Weitz, 2012). Declines in sales and profits

have been noted to increase voluntary employee turnover, as retailers make managerial decisions

to reduce employee hours to cut the cost of store operations, potentially leading to a decline in

store performance (Levy & Weitz, 2012).

HRM strategies contribute to positive attitudes and behaviors among employees, which

affect organizational success (Ko & Smith-Walter, 2013). Organizational success is associated

with human capital, as well as with qualified, skilled, and knowledgeable employees (Sels et al.,

2006; Way, 2002). Guan, Yang, Zhou, Tian, and Eves (2016) indicated that integrating human

resource strategies such as HRM practices into unified solutions to solve business problems will

lead to organizational success. Guan et al. also noted that to achieve organizational success,

“managers not only need the specialized knowledge and skills related to HR [human resource]

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management but must also develop general managerial abilities to cope with the challenges of

strategy development and implementation” (p. 117).

An effective leader implements, delegates, and presents HRM strategies that match the

business strategy. HRM strategies practiced with fidelity foster an organizational culture in

which employees are appreciated and enjoy their workplace atmosphere. The full

implementation of HRM strategies in the workplace environment can potentially reduce attrition

rate and retain talented employees (Gialuisi & Coetzer, 2013). Gialuisi and Coetzer (2013)

asserted that HRM strategies not only reduce voluntary turnover and voluntary turnover

intentions but also enhance employees’ commitment toward an organization. Further research on

effective strategies in specific industries is needed.

Trends, such as salary, on-the-job training, employee advancement and work

environment, over the past 10 years, have identified organizational performance and employee

productivity as correlating with employee turnover rates directly (Evans, 2015). Supporting

research indicated that effective HRM strategies decrease voluntary turnover intentions and

consequently voluntary employee turnover (Choo & Nasurdin, 2014; Rathi & Lee, 2015).

Effective strategies to prevent voluntary employee turnover is a concern in the retail trade

industry, as it results in questions concerning HRM quality and the effectiveness of existing

employee retention strategies in organizations (Woodrow & Guest, 2014).

The complexities of the retail industry are unique in attaining organizational success. The

industry is dependent on employees to drive sales and on managers to sustain growth and to

recruit and retain knowledgeable and skilled talent. However, due to a variety of organizational

variables (e.g., type of retailer, square footage, number of employees, job content, and working

environment), demographic variables (e.g., gender, age, and educational levels), occupational

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variables (e.g., tenure, experience, and skill level), and individual variables (e.g., pay scale, job

security, rewards, employee advancement, job involvement, employee motivation, and work

ethic), research studies have not determined the direct and indirect causes of turnover in the retail

industry (Min, 2007), which has led to leaders in retail chains focusing on individual turnover

analysis instead of there being a focus on the entire industry.

Business Problem

The general problem was that voluntary employee turnover in the retail trade industry

increased significantly from 6,846,000 in 2009 to 8,525,000 in 2014, which represented the

second highest rate of voluntary employee turnover in the business sector in the United States

(U.S. Department of Labor, Bureau of Labor Statistics, 2016). The specific problem was that

some managers in the retail tractor industry might lack strategies to decrease voluntary employee

turnover (Kumar, Dass, & Topaloglu, 2014). Research on the strategies managers use in the

retail trade industry to decrease voluntary employee turnover is valuable (Kumar et al., 2014)

and added to the existing body of knowledge in the field of HRM. Studies have shown that

managers need to keep up with effective leadership techniques and HRM strategies (Al-Emadi,

Schwabenland, & Wei, 2015). Effective leadership and HRM strategies are thus mandatory to

manage, develop, and maintain productive employees (Al-Emadi et al., 2015).

Identification and development of appropriate HRM strategies empower the management

of organizations to have a clear understanding of the significance and benefits of employee

retention. For example, Chew, Girardi, and Entrekin (2005) noted that organizations with

effective leadership, complemented with HRM strategies, will experience an improvement in

financial performance. Prior empirical work has consistently found that using effective HRM

strategies improves employee retention and productivity (Walsh & Taylor, 2007). Though the

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amount of research on employee turnover is voluminous, many research studies of the retail

trade industry focused on individual-level predictors of turnover, with less consideration given to

the effects of HRM strategies in relation to employee turnover (Anselmsson, Bondesson, &

Melin, 2016). Effectively identifying the effect of HRM strategies may contribute to HRM and

provide leaders the means to retain key and talented employees (Wilton, 2016).

Research Purpose

The purpose of the qualitative single case study was to explore strategies that managers in

the retail tractor industry use to prevent voluntary employee turnover. Data collection took place

at three small tractor retailers in Virginia. Each tractor supply retail facility under study consisted

of a targeted population of 12 managers. This research study included three data sources for

triangulation: one-on-one interviews, focus groups, and external documentation. The population

was appropriate for this qualitative single case study that involved incorporating data from

managers within the organization.

The proposed study involved an attempt to explore HRM strategies and discuss

implications for management. The results identified contributed to HRM by identifying effective

strategies to reduce voluntary employee turnover in the retail trade industry. The findings helped

identify, understand, and build on HRM strategies to improve and increase employee retention.

Research on voluntary employee turnover is valuable, and this study added to the existing body

of knowledge in the field of HRM, as it may lead to adjustments of existing strategies or the

development of new strategies.

Research Question

RQ: What strategies do managers use to decrease voluntary employee turnover in the

retail tractor industry?

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Rationale

HRM is a core component for organizational success (Gerpott, 2015). Managers continue

to implement a myriad of strategies across various industries with the intention of retaining

valuable employees; however, a 65% increase in employee turnover in the retail trade industry is

of particular concern (U.S. Department of Labor, Bureau of Labor Statistics, 2016). The issue of

high employee turnover not only affects productivity but also contributes to compromising

customer service, which is a leading cause of lost revenue. An ongoing focus on reducing

voluntary employee turnover will have implications on cost and business performance and will

help to retain valuable employees with skill sets to increase organizational growth and

productivity (Abdullah et al., 2007). By providing additional knowledge on HRM strategies and

voluntary employee turnover in the retail sector, this qualitative case study contributed to the

existing literature. This study provided knowledge and insight to managers regarding strategies

to prevent voluntary employee turnover that can help organizational leaders, business

consultants, and educators in serving the retail trade industry.

Research studies have identified the effectiveness of HRM strategies in relation to

voluntary employee turnover in various studies. This qualitative case study involved an attempt

to build upon two studies by Porter (1980) and Chadwick, Way, Kerr, and Thacker (2013).

Porter (1980) found that HRM strategies are effective in reducing voluntary employee turnover

in organizations in which management teams are pursuing various HRM strategies. Chadwick et

al. indicated HRM strategies are unsuccessful for organizations whose leaders pursue variations

of different strategies, whereas Huselid (1995) and Neal, West, and Patterson (2005) indicated

HRM strategies are equally effective regardless of the variations of different strategies used. The

inconsistency of results may indicate that organizations achieve results (e.g., voluntary employee

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turnover) by using different strategies or techniques. After 35 years of HRM research, evidence

and replications of studies have shown that HRM strategies and voluntary employee turnover are

not always related in all organizations (Jackson, Schuler, & Jiang, 2014). Sufficient evidence has

indicated that further research is necessary in industries such as retail.

Conceptual Framework

The conceptual framework of human capital theory applied to the proposed study. The

human capital theory emerged in the 1960s primarily through the work of economists Schultz

and Becker. The foundation of human capital theory, which was founded on the seminal works

of Schultz (1961), Becker (1964), Ben-Porath (1967), and Mincer (1974), is the idea that

organizational leaders who develop employee resources such as increased training, job security,

and pay receive a return on this investment in the form of increased employee skills (Becker,

1964; Becker & Chiswick, 1966). Schultz (1961) explained such investments in employees lead

to decreased voluntary turnover and increased productivity in organizations.

The conceptual framework shown in Figure 1 is a visual depiction of human capital

investments, which, as suggested by Dess and Shaw (2001), leads to organizational

consequences such as decreased voluntary employee turnover and increased organizational

productivity. According to Schultz (1961), human capital is one of the primary determinants of

productivity. When voluntary turnover diminishes because of leaders’ investments in human

capital, productivity increases. A synergistic relationship leads to a more productive workforce,

which leads to further decreases in turnover as leaders invest further human capital (Becker,

DeGroot & Marschak, 1964). The conceptual framework applies to the proposed study on the

phenomenon of what strategies managers in the retail sales trade industry use to decrease

voluntary employee turnover. HRM practices include developing and implementing policies

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related to human capital investments such as pay, job security, and training (Becker et al., 1964).

This framework, therefore, may provide retail managers a model of how to identify ways to use

HRM effectively to retain key employees while increasing productivity.

Figure 1. Conceptual framework of human capital theory adapted from Becker (1964), Becker

and Chiswick (1966), and Schultz (1961).

Significance

Implications for Scholarship

Qualitative case study research involves explaining the significance of the research and

adds scholarly and practitioner value. The proposed study will have scholarly value, as it may

contribute new information to the existing body of knowledge in the field of HRM. According to

Rathi and Lee (2015), the retail trade industry continues to face employee retention issues

globally, and further research is necessary to understand employees’ perceptions of strategies

that influence organizational commitment and employee turnover. The proposed study and its

findings provided insights into various HRM strategies required to increase employee retention

through decreasing voluntary turnover. This case study may add knowledge to the field by

addressing the capacity of managers in the retail trade industry to prevent voluntary employee

Human Capital

Investments

Increased Pay, Job

Security and Training

Decreased Voluntary Employee Turnover

Increased Organizational Productivity

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turnover through exploring effective strategies to retain employees in a small-scale retail

organization. This study might also expand previous research on HRM strategies through a

qualitative case study approach.

Implications for Business Practice

Qualitative case study research adds value to HRM by transferring both value and

knowledge on trends and effective strategies to decrease voluntary employee turnover in the

retail trade industry. Voluntary employee turnover involves multiple trends and statistics that are

relevant to managers, practitioners, and educators. Voluntary employee turnover continues to be

a challenge, and statistics indicate that the trend continues to play out differently across various

industries (U.S. Department of Labor, Bureau of Labor Statistics, 2016). More specifically,

voluntary employee turnover in the retail trade industry continues to increase 5% annually and is

15.6% higher than the national average (U.S. Department of Labor, Bureau of Labor Statistics,

2016). Therefore, managers should try to reduce voluntary employee turnover by identifying and

applying effective strategies to retain productive human capital (Yang, Wan, & Fu, 2012). The

findings from this qualitative case study might include effective tools for managers with similar

organizational structures to gain valuable information on effective strategies about how to reduce

voluntary employee turnover in the retail industry. Therefore, from a business perspective, the

case study will be useful to management practitioners to align, improve, and understand

strategies within the retail trade industry related to voluntary employee turnover.

Definition of Terms

The following definitions apply to terms used in the proposed study:

Human resources management (HRM). A management field in which practitioners

convey strategic contributions to organizations (Friedman, 2007).

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Human resource management practices. Tools used to alter the attitude and behavior of

employees to ensure an organization’s human resource policies and strategies are effectively

managed and maintained and to increase organizations’ sustainability (Ahmed, 2016).

Human resource management strategies. A planning process used by organizational

leaders and managers to reach a sustainable competitive advantage (Dyer, 1983).

Voluntary employee turnover. An intended separation from an organization initiated by

an employee (U.S. Department of Labor, Bureau of Labor Statistics, 2016).

Assumptions and Limitations

Assumptions

The proposed study included the following assumptions. With respect to data collection

and analysis, the participants answered honestly and accurately in the interview process and

focus group. The interview questions were designed in such a way that participants can freely

express their experiences and perceptions. The facilitator of the study served as the primary

instrument and conducted the study properly and without knowingly introducing bias or errors.

The methodology and delivery of the case study was conducted ethically with confidentiality,

and security maintained.

Limitations

This qualitative case study included four limitations. First, a potential constraint existed

due to a limited sample size in a single qualitative case study. The small purposefully selected

population limited the data collected to only the views of managers in an organization, and these

managers’ views may not be representative of other segments of the retail trade industry. Second,

the potential for undue influences exists in a case study setting; thus, the facilitator’s presence

during data collection could potentially affect the participants’ responses due to unfamiliar

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interaction with the facilitator. Third, the facilitator’s capabilities were limited by time

constraints. Fourth, there is no known risk associated with this qualitative case study.

Organization for Remainder of Study

The qualitative case study consists of five chapters. Chapter 1 included foundational

elements of the proposed study. The foundational elements associated with the envisioned study

included a background discussion of the current state of scholarly and practitioner research, an

applied business problem, the purpose, the rationale, the research question, and the conceptual

framework. Chapter 2 contains a review of the literature concerning themes and characteristics of

the phenomenon under study. The purpose of the literature review identified the paucity of

knowledge in the current knowledge base regarding managers’ lack of strategies to decrease

voluntary employee turnover in the retail trade industry (Kumar et al., 2014), defined in Chapter

1. Chapter 3 includes the proposed methodology, research design, sample, data collection

procedures, and data analysis process. Chapter 4 includes the results of the qualitative case study.

Chapter 5 includes an evaluation of the case study findings. Chapter 5 also includes

recommendations for future research.

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CHAPTER 2. LITERATURE REVIEW

The purpose of the qualitative single case study was to explore strategies that managers in

the retail tractor industry use to prevent voluntary employee turnover. The research question that

guided the proposed study is as follows: What strategies do managers use to decrease voluntary

employee turnover in the retail tractor industry? The foundation of the proposed study is that

HRM strategies contributed to positive attitudes and behaviors among employees who then affect

organizational success (Ko & Smith-Walter, 2013). The strategy used to identify literature

applicable to proposed study included searching online databases and search engines such as

ERIC, EBSCOhost, JSTOR, PsycARTICLES, and Google Scholar; the search for literature also

involved regular Google searches. The key search terms and combinations of search terms input

into various online databases included the following: employee turnover in retail industry,

organizational commitment, job satisfaction, transformational leadership, transactional

leadership, human resources management in retail industry, management style in retail industry,

employee attrition in retail industry, and recruitment versus retention. All the key terms used

yielded studies that were relevant to the problem and research question.

The literature in this review represented a critical reflection of journals, peer-reviewed

sources, reports, scholarly works, books, and practitioner articles. Presenting a synthesis of

relevant seminal, scholarly, and practitioner literature that provided an in-depth inquiry of theory

and academic research regarding managers’ lack of strategies to decrease voluntary employee

turnover in the retail trade industry (Kumar et al., 2014). Most of the literature included was

published between 2012 and 2015 to ensure the most recent findings and reports available are in

the review. It was necessary to include a few seminal articles published before 2012 to study the

appropriate background to the problem and research question.

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