Abstract

Employee retention remains a critical challenge in people-centered industries, particularly within private childcare organizations, where high turnover disrupts service quality and organizational sustainability. Researchers conducted a qualitative study to explore how private childcare business owners adapted their leadership to improve employee retention. Grounded in job-embeddedness theory, the research was conducted using semi structured interviews with eight private childcare owners who had effectively increased employee retention. Thematic analysis revealed that adopting employee-centered rewards and support systems, and relational leadership and organizational culture were central to increasing employee retention. Current literature was reviewed to illustrate how the themes correlate to turnover drivers, such as burnout, job dissatisfaction, and lack of support. The findings suggest that organizations that align intrinsic and extrinsic motivators with relational leadership practices can significantly improve employee retention, engagement, and overall organizational performance. Practical implications for management include adopting holistic retention frameworks that emphasize both structural and cultural interventions.

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