Abstract
Purpose. The purpose of this qualitative case study was to explore strategies that engineering managers in U.S. manufacturing organizations use to reduce voluntary employee turnover. There is limited research on retention specifically within the setting of manufacturing engineering.
Theoretical Framework. The study was guided by Herzberg’s two-factor theory and the theory of transformational leadership. Herzberg’s model helped explain how working conditions, pay, and policies prevent dissatisfaction, while growth recognition and meaningful work encourage engineers to stay. Transformational leadership was used to provide a lens to understand how managers communicating vision, building trust, and coaching employees can lead to reduced turnover rates.
Methodology. A qualitative case study was conducted. Data were collected through semi-structured interviews and document review from purposeful sampling of engineering managers working in manufacturing. Data were coded and analyzed using thematic analysis with the support of AILYZE to identify patterns in leadership practices, communication approaches, and development strategies tied to retention.
Findings and Conclusion. The findings showed that reasons for retention are multifaceted. Engineers are more likely to stay when they are engaged, leadership has clear communication, and there are clear growth opportunities.
Recommendations. It is recommended that organizations formalize opportunities for growth and advancement, foster a culture of transparency, and train managers on effective leadership strategies. Future studies may expand this work by focusing on different sectors or on the engineers rather than management.