The high rate of employee turnover in the retail sector causes substantial losses and cost implications. When retail establishments constantly need to replace employees, the replacement, training, and other rehiring costs create financial anxieties because of the potential impact on the establishment's bottom line. Determining the reasons why retail employees leave their employment could help reduce turnover and improve retail business profitability. The purpose of this qualitative, single case study was to explore the perceptions and experiences of non-managerial employees of a retail establishment to determine whether job satisfaction influences employee-organization value congruence, thereby affecting employee turnover. The single-case study consisted of a sample of 15 non-managerial employees of Swensen's Market, a retail establishment in Northwestern Idaho. The data collection methods were structured open-ended questionnaires and one-to-one interviews that were audio recorded, and the qualitative software Nvivo was used to compile and analyze data. The questionnaires and interviews helped identify five major themes and seven minor themes. The major themes were; friendly workplace environment, flexible work schedules, stability, commitment, and family orientation. The minor themes were; regular paycheck, security of employment, management support, independence, interactions with management, interactions with colleagues, and job demand. Participants reported that these themes influenced their job satisfaction levels, value congruence, and decision to stay at their jobs. The findings contribute to the Person-Organization fit theory that employees prefer to work in organizations that possess values similar to their own personal values. Recommendations for practice suggest retail establishments enhance employee commitment through provision of supportive work environments that improve interactions with non-managerial employees and enhance peer support. Such interaction among colleagues, and interactions with management, enhances positive feelings, and consequently enhances job satisfaction and retention. Future research is recommended to explore person-organization fit across the three levels of individual values, group values, and organizational values. It is also recommended that future research include studies to examine how non-managerial employees' perception of person-organization fit influences job satisfaction and turnover in other sectors using a value congruence framework particularly across other regions of the United States.
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