Date of Award

Spring 2024

Document Type

Dissertation

Degree Name

Doctor of Philosophy (PhD)

Department

Organizational Leadership

First Advisor

Dr. Joshua D. Henson

Second Advisor

Dr. Debra J. Dean

Third Advisor

Dr. Rina Yamin

Abstract

The idea of leadership development programs for high-potential employees within organizations has long been a standard for driving employee retention within organizations. Yet, employee retention is different from employee intent to stay. Retention metrics measure historical data, looking back to determine how long an employee has stayed in the organization. Employee intent to stay measures, at that moment, data that contribute to an employee’s motivation to stay with the organization. Employers spend significant budgets on leadership development programs for high-potential employees and report on that participation in company retention metrics. Does the investment in these programs also support an employee’s internal motivation to stay with the company, or are these programs better categorized as a development tool? Understanding the factors that compel employees to stay with the organization would reduce turnover and retraining costs by a significant margin. The aim of this bounded case study was to determine the factors of intent to stay for employees working in the biotechnology industry within the United States. Eight interviews were conducted with employees in the biotechnology industry, including four participants in leadership development programs and four non-participants in a leadership development program. Three themes emerged that drive overall employee intent to stay: positive employee experience, significant employee engagement, and a supportive employee ecosystem. Additional research is suggested to support these findings further and provide specific tactics employers can implement to increase the intent to stay for all employees.

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