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The lack of employee commitment costs retail organizations billions of dollars annually in the form of decreased effectiveness, profits, and retention rates. The purpose of this case study was to identify effective strategies used by retail store managers that lead to employee commitment to increase business performance. The study population was 8,230 retail store managers in the Pittsburgh, Pennsylvania area. The conceptual framework for this study was the Meyer and Allen 3-component model of commitment. Participants were purposefully selected for their knowledge, experience and success in implementing effective retention strategies. Data were collected via face-to-face semistructured interviews, indirect participant observations, and archival document reviews with 5 retail store managers. The data analysis process involved organizing the interviews, color coding themes, and using NVivo software to interpret the data. Three themes emerged: Employee engagement increased employee commitment to the organization, managers decreased employee turnover by taking a personal interest in employees, and employee empowerment increased organizational commitment. Increasing employee commitment contributes to social change by providing organizational managers and leaders with important insights. Enhancing employee commitment contributes to society through increased organizational profitability resulting from improved retention strategies. |
