Date

3-22-2024

Department

Graduate School of Business

Degree

Doctor of Business Administration (DBA)

Chair

Kimberly Anthony

Keywords

Millennials, Turnover, Turnover Intention, Generations, Financial Sector, Human Resources, Employee satisfaction, Employee Feedback

Disciplines

Business | Human Resources Management

Abstract

The qualitative single case study examined the turnover behavior of millennial employees in the financial sector of Midwest America and the implications for human resource management. The research employed the use of semi-structured interview questions that were utilized to gather pertinent information from 21 participants who met the research criteria. The research also used archival data and current peer-reviewed journals to buttress the information gleaned from the interviews. The findings from the study demonstrated that millennial employees in similar sectors may differ in their desires to remain or leave an organization. The study also agreed with previous research that rated job satisfaction as the topmost reason for retention. Data analyzed revealed that millennials often do not feel heard by their leaders and profess that the behavior of managers is crucial to their retention. The implication of the findings from this study is for human resource leaders to address the individual needs of millennial employees and to employ continuous feedback to understand the turnover intention better before it materializes into actual turnover. The study recommended that leaders periodically explore innovative ways to attract millennials and enhance interpersonal relationships between human resource management and the generation.

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