Single case study exploring the integrative model of person-organizational fit and retention among long-tenured H-E-B employees.

High turnover in the grocery retail industry presents a significant challenge to organizational sustainability, profitability, and community well-being. The financial burden of recruiting, training, and replacing employees undermines operational efficiency and long-term workforce development. Turnover disrupts service quality, customer satisfaction, and team morale, weakening organizational culture. With the retail trade turnover rate surpassing the national average, companies face a cycle of costly attrition and limited return on training investments. These challenges extend beyond the organization, as store closures due to high operational costs disproportionately impact underserved communities, increasing socioeconomic inequalities and reducing access to essential goods. The purpose of this single case study was to explore long-tenured H-E-B employees’ perceptions of the elements of the integrative model of person-organizational fit have contributed to their retention. The model’s elements include values, personality, and work environment congruence, and attitude, which include job satisfaction and organizational commitment. The data collection included a questionnaire, a semi-structured interview, and a structured open-ended statement exercise that yielded rich, thick participant data. Studying H-E-B’s environment can identify practices contributing to a positive work environment and high retention rates. The following research question guided my study. How do H-E-B employees with over 30 years of tenure perceive values congruence, personality congruence, and work environment congruence influence their attitudes and intent to stay with the organization? The findings of my study have implications for H-E-B leaders, such as executives, human resources professionals, and operations leaders, aiming to reduce turnover. By revealing how values congruence, personality fit, work environment alignment, and job satisfaction contribute to long-term organizational commitment, my study offers a framework for workforce retention rooted in the integrative model of person-organization fit. The results support adopting values-driven hiring practices, leadership development, and compensation models that enhance employee engagement and reduce attrition. This research provides strategies for practitioners to align HR and practices with employee-centered values, fostering organizational stability, customer satisfaction, and profitability. For scholars, the study extends the application of person-organization fit theory to frontline service roles. It lays a foundation for future inquiry into leadership, culture, and workforce management in similarly volatile labor markets.

Name thesis:degree_name

Ed.D.

Level thesis:degree_level

Doctoral

Grantor

Baylor University.

Year dc:date.issued

2025

Author dc:creator

• Harris, Mayerland L., 1969-

Advisor dc:contributor.advisor

• Guerra, Jennifer J., 1970-

• Employee retention.
• Person-organization fit.
• Long tenured employees.
• Retail workforce.
• Values congruence.
• Organizational commitment.
• Work environment.
• Leadership influence.

Statement dc:rights

• Baylor University works are protected by copyright. They may be viewed from this source for any purpose, but reproduction or distribution in any format is prohibited without written permission. Contact libraryquestions@baylor.edu for inquiries about permission.

Language dc:language.iso

en

Handle dc:identifier.uri

https://hdl.handle.net/2104/13975

OAI identifier oai:identifier

oai:baylor-ir.tdl.org:2104/13975