Within the past few years, Southwest Behavioral and Health Services (SBHS) has experienced a significantly high amount of employee turnover. The literature reviewed suggests this is a common occurrence in the behavioral health field, and the leading causes are often directly linked to stress. This is a single case study of one clinic to determine the underlying factors which influence turnover at SBHS, and to identify possible best practices for retention.

Within the theoretical framework of Ritzer's (2010) "McDonaldization," Goffman's (1963) associated stigmas and Lyman and Scott's (1970) accounts, I use a grounded analysis to find themes from eight semi-structured interviews with current and former SBHS employees. The participants described overall frustrations, a sense of disconnect from corporate administration, and lack of support from co-workers and supervisors. These frustrations led to them being hyper-focused on personal safety and financial incentives. When an individual perceives a lack of incentive, they may eventually resign. The reviewed literature offers intervening strategies to combat excessive turnover to assist with organizational performance.