TDNet Discover

The purpose of this mixed-methods research study is to develop actionable strategies to enhance the onboarding experience and support new employee engagement as they integrate into Lowe's Home Improvement's organizational culture. For the utility of this study, the onboarding experience will be generally defined as the formal and informal processes through which new hires acquire the knowledge, social connections, and technical skills to become effective organizational insiders. The theory guiding this study is Social Exchange Theory, as it explores the reciprocal relationship between the organization’s investment in employee development and integration and the employee’s subsequent commitment and retention. The primary research question asks how Lowe's onboarding and training procedures influence turnover intention and retention of new frontline employees. The study will take place across three retail store locations within a district in the Pacific Northwest, focusing on a sample of new employees, peer mentors, and store leadership. Quantitative data collection methods will include Likert-scale surveys to identify trends. Qualitative data collection methods will include semi-structured interviews to capture participants' lived experiences and the researcher's direct observations of the sample participants. The procedures used for analysis include descriptive statistical analyses of survey data in Microsoft Excel and thematic coding of qualitative interview transcripts to identify points of convergence. The research study aims to provide a scalable framework for reducing earlytenure turnover and fostering a stable, high-performing workforce by improving socialization and protecting the integrity of training.