東華大學圖書館 |

Language: English

Help

回圖書館首頁

手機版館藏查詢

Back

Switch To: Labeled | MARC Mode | ISBD

Strategies Investment Banking Leader...

Walton-Guillot, Kenya Monica.

Linked to FindBook

Google Book

Amazon

博客來

Strategies Investment Banking Leaders Use to Retain Frontline Employees.

Record Type:	Electronic resources : Monograph/item
Title/Author:	Strategies Investment Banking Leaders Use to Retain Frontline Employees./
Author:	Walton-Guillot, Kenya Monica.
Published:	Ann Arbor : ProQuest Dissertations & Theses, : 2019,
Description:	141 p.
Notes:	Source: Dissertations Abstracts International, Volume: 81-03, Section: A.
Contained By:	Dissertations Abstracts International81-03A.
Subject:	Business administration. -
Online resource:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=13808715
ISBN:	9781085777162

Strategies Investment Banking Leaders Use to Retain Frontline Employees.
Walton-Guillot, Kenya Monica.

Strategies Investment Banking Leaders Use to Retain Frontline Employees. - Ann Arbor : ProQuest Dissertations & Theses, 2019 - 141 p.

Source: Dissertations Abstracts International, Volume: 81-03, Section: A.

Thesis (D.B.A.)--Walden University, 2019.

This item must not be sold to any third party vendors.

Banking leaders face the loss of profitability because of low employee retention in their organizations. Retention issues negatively affect business operations and market performance. The purpose of this multiple case study was to explore strategies that investment-banking leaders use to retain frontline employees. Herzberg's 2-factor theory was the conceptual framework for this study. Data were collected through semistructured interviews with 5 banking leaders in New York and through a review of company documents on retention strategies. The data were analyzed using Yin's 5-step process of compiling, disassembling, reassembling, interpreting, and concluding data. The 3 themes that emerged from data analysis were career growth strategy, compensation strategy, and training and development strategy. The study findings indicated that banking leaders used career advancement, compensation, and training and development strategies to retain frontline employees. The implications of the study for positive social change include banking leaders' potential to reduce retention issues in organizations, lower unemployment rates, and improve the standard living in the communities they serve.

ISBN: 9781085777162Subjects--Topical Terms:

3168311
Business administration.
Subjects--Index Terms:

Banking employees

Strategies Investment Banking Leaders Use to Retain Frontline Employees.
LDR:02363nmm a2200385 4500 001 2265964
005 20200608113703.5
008 220629s2019 ||||||||||||||||| ||eng d
020 $a 9781085777162
035 $a (MiAaPQ)AAI13808715
035 $a AAI13808715
040 $a MiAaPQ $c MiAaPQ
100 1 $a Walton-Guillot, Kenya Monica. $3 3543151
245 1 0 $a Strategies Investment Banking Leaders Use to Retain Frontline Employees.
260 1 $a Ann Arbor : $b ProQuest Dissertations & Theses, $c 2019
300 $a 141 p.
500 $a Source: Dissertations Abstracts International, Volume: 81-03, Section: A.
500 $a Advisor: Jones, Ronald.
502 $a Thesis (D.B.A.)--Walden University, 2019.
506 $a This item must not be sold to any third party vendors.
520 $a Banking leaders face the loss of profitability because of low employee retention in their organizations. Retention issues negatively affect business operations and market performance. The purpose of this multiple case study was to explore strategies that investment-banking leaders use to retain frontline employees. Herzberg's 2-factor theory was the conceptual framework for this study. Data were collected through semistructured interviews with 5 banking leaders in New York and through a review of company documents on retention strategies. The data were analyzed using Yin's 5-step process of compiling, disassembling, reassembling, interpreting, and concluding data. The 3 themes that emerged from data analysis were career growth strategy, compensation strategy, and training and development strategy. The study findings indicated that banking leaders used career advancement, compensation, and training and development strategies to retain frontline employees. The implications of the study for positive social change include banking leaders' potential to reduce retention issues in organizations, lower unemployment rates, and improve the standard living in the communities they serve.
590 $a School code: 0543.
650 4 $a Business administration. $3 3168311
650 4 $a Management. $3 516664
650 4 $a Banking. $2 bicssc $3 1557594
653 $a Banking employees
653 $a Compensation
653 $a Frontline employees
653 $a Job happiness
653 $a Retention
653 $a Turnover
690 $a 0310
690 $a 0454
690 $a 0770
710 2 $a Walden University. $b Business Administration. $3 2099452
773 0 $t Dissertations Abstracts International $g 81-03A.
790 $a 0543
791 $a D.B.A.
792 $a 2019
793 $a English
856 4 0 $u http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=13808715