Date of Award

2026

Document Type

Dissertation

Degree Name

Doctor of Education (EdD)

Department

Organizational Leadership

First Advisor

Jonathan Greenberg

Second Advisor

Eric Lujan

Third Advisor

Phil Pendley

Abstract

Purpose: The purpose of this explanatory sequential mixed methods study was to identify and describe employee job practices in the manufacturing industry as perceived by HR professionals that impact employee job satisfaction. The second purpose of this study was to determine which employee job satisfaction practices have the most impact on employee retention as perceived by HR professionals.

Methodology: An explanatory sequential mixed methods design examined the perceptions of 30 purposively selected Los Angeles County HR professionals. Data was collected through an online survey and interviews and analyzed using descriptive statistics, frequency tables, and qualitative analysis.

Findings: HR professionals consistently identified supporting employees, providing training and instruction, and recognizing and rewarding performance as the practices with the strongest perceived influence on job satisfaction and retention. Interviews also emphasized clarifying roles and objectives as a key contributor. Participants believed these practices encourage employees to remain with their organizations by fostering support, recognition, clear expectations, and professional growth.

Conclusions: Leadership practices are perceived to play a critical role in strengthening job satisfaction and employee retention by creating supportive, engaging, and stable work environments. Consistent leadership behaviors, including communication, employee development, recognition, and role clarity, are viewed as enhancing organizational commitment and employees’ willingness to remain.

Recommendations: Further research should better examine how leadership practices influence job satisfaction and employee retention in manufacturing. Researchers can build on this study by using focused designs to explore five areas: employee perspectives, generational differences, retention of tenured employees, early exposure to manufacturing careers, and how HR professionals and organizational leaders identify future manufacturing talent.

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