Business Retention Strategies through Argosy Theory: A Qualitative Case Study of Voluntary Turnover in Call Centers

Employee retention is a challenging issue for HR practitioners at present. This study, grounded in Argosy Theory—a novel integrative framework that synthesizes principles from social exchange theory, person-organization fit, and HR technology research—analyzes voluntary turnover and turnover intentions in call centers using a qualitative single-case study design that combines semi-structured interviews with call center leaders and an analysis of internal turnover data. The results indicate that intentions to leave were contingent on perceived reciprocity, person-organization fit, leadership quality, and work-life balance. Employee perceptions of a fair and balanced exchange were associated with reduced intent to leave (Blau, 1964). The study examines AI-based scheduling and supervision as dual factors: they support retention when used transparently but cause stress when seen as surveillance. The findings extend social exchange theory in call center turnover research and offer practical guidance for managers, including fostering genuine employee-organization relationships, clarifying role expectations, and investing in supervisory leadership development (Bass & Riggio, 2006; Holtom et al., 2008). The financial and customer service impacts of voluntary turnover are discussed, highlighting the strategic importance of focused retention programs in call center environments.