Date of Award

Spring 2025

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. Katrina Hutchins

Abstract

Retaining top talent is a growing challenge in the United States. High employee turnover, as highlighted in the study, is a significant concern for many organizations. A recent Gallup survey, revealed that nearly half of U.S. workers are actively seeking or monitoring employment prospects, with approximately 48% of U.S. workers being in this category. This quantitative, nonexperimental, and correlational study involved the Organizational Cultural Assessment Instrument, Organizational Engagement Scale, Job Satisfaction Survey, and Turnover Intent Questionnaire, drawing on the experiences of 120 participants to examine the moderating role of organizational culture in the relationship between employee engagement, job satisfaction, and turnover intentions to test for hypotheses. Pearson correlation was employed to analyze hypotheses H1 and H2, whereas Hayes process macro was utilized for hypotheses H3 and H4. A strong negative correlation between employee engagement and turnover intention and job satisfaction and turnover intention. In addition, there was a statistically significant negative effect of employee engagement on turnover intention, with clan, adhocracy, market, and hierarchy cultures showing no moderating effect on the relationship and job satisfaction had a significantly negative effect on turnover intention. These results offer significant theoretical and practical insights for organizations and the academic community, laying the groundwork for future research endeavors.

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