Dissertations / Theses on the topic 'Strategies of engagement'
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1
Green, Elyssa. "The Influence of Leadership Engagement Strategies on Employee Engagement." ScholarWorks, 2019. https://scholarworks.waldenu.edu/dissertations/7145.
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The influence of leadership engagement strategies on employee engagement affects the retail distribution industry in the form of lower productivity, decreased profitability, and reduced sustainability. In 2017, the retail distribution industry lost more than $50 billion annually due to leader's inability to develop and implement robust leadership strategies to engage employees. The purpose of this single case study was to explore the influence of leadership strategies on employee engagement used by leaders in the retail distribution industry in Florida. Transformational leadership was the conceptual framework for this study. Participants were purposefully selected because of their experience implementing leadership engagement strategies that engaged employees. Data were collected from face-to-face semistructured interviews with 8 leaders in the retail distribution industry with 2 of years leadership experience and the review of organizational documents on employee engagement and productivity. Data analysis comprised coding archival documents, reassembling journal notes, and interpreting semistructured interviews. Three themes emerged from the analysis of data: adopting a supportive leadership style, encouraging employee ownership of task, and continuous knowledge sharing. The findings of this study might contribute to social change by providing retail distribution leaders with fact-based insights that can lead to increased productivity, enhanced sustainability, and improved organizational growth, which might promote prosperity for local families and the community.
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任春華 and Chun-wa Yum. "Learning strategies and cognitive engagement." Thesis, The University of Hong Kong (Pokfulam, Hong Kong), 2008. http://hub.hku.hk/bib/B41717053.
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Yum, Chun-wa. "Learning strategies and cognitive engagement." Click to view the E-thesis via HKUTO, 2008. http://sunzi.lib.hku.hk/hkuto/record/B41717053.
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Marshall, Diane Marie. "Strategies to Generate Employee Engagement." ScholarWorks, 2018. https://scholarworks.waldenu.edu/dissertations/5898.
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When leaders use an ineffective communication strategy, it leads to decreased employee engagement, and thus increases the potential for lost productivity and profitability. The purpose of this case study was to explore effective communication strategies managers used to improve employee engagement and increase productivity as well as profitability. The motivating language theory served as the conceptual framework for this study. A semistructured interview technique was used to interview 3 purposefully selected managers in the northeastern region of the United States about the successful strategies they generated to improve employee engagement. Two themes emerged from data analysis: creating a culture that generates employee engagement, and effective internal communication to improve employee engagement. The findings of this study may contribute to positive social change by providing business leaders strategies for improving employee engagement. Engaged employees may offer their time and skills to serve the community through volunteer service and events to solve social issues associated with the environment, education, health, and community enhancement.
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McCutcheon, Tiffany N. "Leadership Strategies that Promote Employee Engagement." ScholarWorks, 2019. https://scholarworks.waldenu.edu/dissertations/7557.
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In the higher education industry, employee engagement is crucial to the survival of organizations because engaged employees increase profits, productivity, and sustainability. The purpose of this single case study was to explore leadership strategies that leaders of higher education organizations used to promote employee engagement. Expectancy theory was the conceptual framework for this study. Four leaders of a higher education organization in the southeastern United States were purposefully selected for the study based upon their experience implementing effective leadership strategies to promote employee engagement. Data were collected through face-to-face semistructured interviews, direct observation, and review of publicly available organizational documents. Data were transcribed and coded for common patterns and themes, then member-checked to reinforce the validity of the interpretations. Three themes emerged from the data analysis: engaging through communication, developing engagement strategies, and engaging through recognition and rewards. The findings from this study might contribute to social change by providing higher education leaders with strategies to promote a sustainable workforce, competitive edge, and increase productivity and profitability.
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Kelly, Edward. "Time in music : strategies for engagement." Thesis, University of East Anglia, 2002. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.405711.
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Bradley, Ada Vanessa. "Leadership Strategies for Enhancing Employee Engagement." ScholarWorks, 2018. https://scholarworks.waldenu.edu/dissertations/5830.
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In the food manufacturing industry, employee engagement is critical to the survival of organizations because engaged employees increase productivity, profitability, and sustainability. Using the transformational leadership theory, the purpose of this single case study was to explore strategies that leaders in the food-manufacturing industry in the northeastern region of the United States use to engage employees. Participants were purposefully selected based upon their experience implementing effective employee engagement strategies. Data were collected through face-to-face semistructured interviews with 7 food manufacturing leaders and the review of organizational documents on employee engagement. Data were analyzed using inductive coding of phrases, word frequency searches, and theme interpretation. The 3 themes that emerged were: involving employees in decision-making increased employee engagement, open and honest communication promoted employee engagement, and recognition and compensation increased employee engagement. The findings from this study contribute to social change by providing food manufacturing leaders with insights that can promote organizational growth, enhance sustainability, and increase productivity and profitability. An increase in profitability and productivity might lead to new employment opportunities and promote prosperity for local families and the community.
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Garza, Christine. "Leadership Strategies to Increase Employee Engagement." ScholarWorks, 2018. https://scholarworks.waldenu.edu/dissertations/6028.
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Sixty-five percent of small business leaders indicated a lack of workforce engagement practices as an administrative strategy to mitigate the adverse effects of employee disengagement. Guided by Weber's organizational theory, the purpose of this multiple case study was to explore strategies some leaders used to increase employee engagement. Five small business leaders in the southwestern United States participated in semistructured interviews. The participants employed successful strategies to increase employee engagement. Data collection included the review of company documents, face-to-face interviews, and member checking to explore successful strategies to increase employee engagement. Data analysis included coding and organizing data and information according to Yin's 5-step process. Using topic coding, data were arranged into nodes grounded in the context of organizational theory. The study results revealed 3 principal themes: effective and honest communication, supportive leadership behavior, and implementation of employee engagement practices into the business culture and practices. The implications of this study for positive social change include that leaders can apply employee engagement strategies for emerging leaders and develop mentoring and leadership opportunities and programs to maximize the sustainability of the organization.
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Abdul-Hamid, Idrisa B. "Employee Engagement Strategies to Increase Innovation." ScholarWorks, 2019. https://scholarworks.waldenu.edu/dissertations/7850.
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Human resources leaders (HRLs) who fail to embrace employee innovation are at risk of
jeopardizing the organization's competitive advantage. Organizational leadership and
employees stand to benefit from innovation, as employee innovation can aid in
establishing a competitive advantage and survivability. Grounded in the transformational
leadership conceptual framework, the purpose of this qualitative multiple case study was
to explore employee engagement strategies HRLs use to increase innovation. The
participants included 5 HRLs at small human resource management firms in the northeast
area of the United States who used engagement strategies to increase innovation. Data
were collected from interviews with the HRLs, company websites, and social media
pages. A thematic analysis was used to analyze the data. Four themes emerged: cross
team assessment, communication tools, measurement tools, and recognition strategies.
The application of the findings from this study could contribute to positive social change
by providing insights for HRLs on employee engagement strategy implementation for
talent retention that increases workplace stability and employees supporting their families
as well as contributing positively to their communities.
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Polite, Kimberly D. "Employee Engagement Strategies to Improve Profitability in Retail." ScholarWorks, 2018. https://scholarworks.waldenu.edu/dissertations/5647.
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Retail business leaders can improve profitability when they implement employee engagement strategies. The purpose of this single case study was to explore employee engagement strategies retail leaders use to improve profitability. The population included 6 department leaders in a single retail organization in the southeastern United States. The conceptual framework included Kahn's employee engagement theory. Using Yin's 5-step data analysis process, data from semistructured interviews were transcribed, coded, and analyzed to gain employee engagement strategies that retail leaders use to improve profitability. Four major themes emerged that retail business leaders use to increase profitability: having daily staff interaction, hiring the right people for the job, creating a positive work environment, and having regular one-on-one interaction with every staff member. The implications for positive social change include a more engaged workforce, which could encourage business owners to reinvest profits and offer sustained employment to a workforce, which may contribute to the economic well-being of communities.
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Simmons, Akeia. "Strategies Small Business Leaders Use to Increase Employee Engagement." ScholarWorks, 2018. https://scholarworks.waldenu.edu/dissertations/5418.
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When organizational leaders create cultures that foster employee engagement, the leaders experience multiple benefits such as enhanced organizational performance, increased profitability, and improved retention rates. Although small business leaders must create and sustain atmospheres that nurture employee engagement to experience maximized success, 85% of organizational leaders struggle with executing strategies that increase engagement. The purpose of this qualitative, single case study was to explore strategies that small business leaders use to increase employee engagement. Servant leadership theory was the conceptual framework chosen for this study. The population included 3 small business leaders of a coffee shop located in Birmingham, AL. A review of company documents, as well as member checking of initial interview transcripts, helped to strengthen the credibility and trustworthiness of the interpretations. The final interpretations consisted of 2 main themes: creating a culture that enhances and sustains employee engagement and demonstrating leadership characteristics that increase employee engagement. Employee engagement increases when leaders use strategies that include effective employee development strategies, incentives and rewards, deliberate hiring practices, effective communication, leading by example, and leveraging employee innovation and ownership. These findings influence positive social change by uncovering strategies necessary to increase employee engagement, because employees who engage in the workplace display stronger forms of attachment to businesses, develop a significant bond within the community, and experience improved family interactions.
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Morlock, Nicole Sarah. "Healthcare Administrator Strategies for Nurse Engagement to Increase Patient Care." ScholarWorks, 2018. https://scholarworks.waldenu.edu/dissertations/5907.
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Healthcare administrators can improve patient care and safety by stimulating nurse engagement as a means of improving internal relationships. The purpose of this case study was to explore engagement strategies that healthcare administrators use to stimulate nurse engagement. Data were collected using semistructured interviews with 4 healthcare administrators in a Missouri hospital setting. The engagement theory informed the conceptual framework of the study. Data were analyzed using Yin's 5-step process that included compiling, disassembling, reassembling, interpreting, and concluding. Analysis revealed 4 major themes: teamwork, nurse and administrator communication, nurse recognition, and nurse empowerment. Strategies were identified through the exploration and analysis of the 4 themes, and the major findings included healthcare administrators increase trust with nurses by forming teams, and administrators who increase communication are more likely to stimulate nurse engagement. The social change implication for this study was that findings of nurse engagement may lead to improved patient care and contribute to a positive patient experience, which benefit patients and their families. Improved patient care may lead to greater faith and credence in medical care benefiting citizens, practitioners, and healthcare administrators.
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Jackson-Martin, Jeannette. "Strategies for Catalyzing Workforce Engagement in Warehouse Operations." ScholarWorks, 2017. https://scholarworks.waldenu.edu/dissertations/3787.
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In 2014, approximately 30% of the global workers viewed experiences in the workplace as positive and fulfilling, which results in increased productivity in the workplace. The purpose of this multiple case study was to explore strategies that some warehouse service center managers used to engage employees to higher levels of productivity. The population comprised of 7 warehouse service center managers in 2 companies located in the Riverport area in Louisville, KY. The conceptual framework for this study encompassed Kahn's employee engagement theory. Data were collected through semistructured interviews, organizational procedure handbooks, and direct observation to prompt detailed information about participants' experiences with employee engagement. The data collected was transcribed and member checking completed to validate the credibility and trustworthiness. Data collected from each source supported theme interpretation through triangulation. Three key themes developed: clear and concise communication, creating supportive manager-employee partnerships, and benefits to include incentives to promote employee engagement such as recognition awards, salary increases, additional time off work, flexibility with work schedules, and tuition reimbursement. The findings revealed warehouse service center managers used strategies to promote employee engagement in the workplace. The implications for positive social change include the potential to give managers new insights to promote employee involvement in the workplace through effective communication, partnership and incentives to create a sustainable organization while contributing to the economy and increasing involvement in the community.
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Bradley-Swanson, Orna Tricia. "Stakeholder Engagement Strategies for Nonprofit Organization Financial Sustainability." ScholarWorks, 2019. https://scholarworks.waldenu.edu/dissertations/7462.
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Stakeholders are important to the financial sustainability of a nonprofit organization; however, heavy reliance on 1 stakeholder over another can place a nonprofit organization at financial risk. The purpose of this single case study was to explore strategies used by 3 senior leaders of a nonprofit organization in New York who have experience with stakeholder engagements efforts. The conceptual framework used for this study comprised general systems theory and transformational leadership theory. Data were collected using semistructured interviews, and review of organizational documents and online databases. Using thematic analysis, the 4 key themes that emerged from process and results strengths were leadership involvement in engaging stakeholders, persistent promotion of the organization's mission and vision, connection with the community, and workforce engagement activities. The implications of this study for positive social change include the potential to increase nonprofit leaders' understanding of practical approaches that may facilitate stakeholder engagement for improving financial sustainability, improve nonprofit leaderâstakeholder relationships, and bolster philanthropic efforts to improve the economic stability of the nonprofit organization and the community.
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Isaacs, Katherine W. "Stakeholder engagement for sustainability : a mixed method study of corporate strategies and engagement outcomes." Thesis, Massachusetts Institute of Technology, 2013. http://hdl.handle.net/1721.1/82722.
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Thesis (Ph. D.)--Massachusetts Institute of Technology, Sloan School of Management, 2013.This electronic version was submitted by the student author. The certified thesis is available in the Institute Archives and Special Collections.
Cataloged from student-submitted PDF version of thesis.
Includes bibliographical references.
This dissertation contributes to our understanding of the strategies the companies use to engage external stakeholders, as well as the processes and outcomes of engagement. The first essay proposes a framework for evaluating a firm's stakeholder engagement strategy, comprised of eight dimensions that vary on a spectrum from least to most advanced. This essay also proposes six kinds of engagement outcomes: three involving learning and relationship building, and three involving tangible changes. The essay concludes with preliminary findings about engagement outcomes at the two case companies. The second essay uses the first essay's strategy framework to develop and validate scales for measuring each strategy dimension, and test which of these vary together to comprise a higher-order strategy. This type of analysis has not yet been done in the research on stakeholder engagement, which instead relies on descriptive typologies comprised of elements that are assumed, but not proven, to cluster together. The analysis in this paper generated six first-order factors, five of which combined to form a Strategy factor. This was used to score companies in the oil and gas, electric power, and automotive industries. Together, the first and second essays represent a first step towards more precisely defining and measuring the level of sophistication of a firm's stakeholder engagement strategy. The third essay is a fine-grained social psychological analysis of how negotiation frames, interpersonal trust, and issue characteristics interacted in one long-term engagement between a power company and environmental non-governmental stakeholders. The question motivating the analysis is: What prevented the participants from realizing the possibility they envisioned for engagement? I argue that a combination of issue characteristics and relational ambivalence -- the simultaneous presence of interpersonal trust and distrust -- motivated the company to engage in "quasi-cooperation" with stakeholders. Quasi-cooperation is the simultaneous deployment of cooperative and competitive tactics. The discovery by stakeholders of the company's quasi-cooperation triggered a conflict spiral that led to the destruction of the parties' working relationships, ending their engagement. Theoretical implications and practical lessons drawn from this case expand our knowledge of how practitioners might approach long-term engagements differently in the future.
by Katherine W. Isaacs.
Ph.D.
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Edmiston, Patricia Enciso. "The nature of engagement in reading : profiles of three fifth graders' engagement strategies and stances." The Ohio State University, 1990. http://rave.ohiolink.edu/etdc/view?acc_num=osu1237388617.
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Poisat, Paul. "A critical analysis of organisational strategies for employee engagement." Thesis, Nelson Mandela Metropolitan University, 2006. http://hdl.handle.net/10948/466.
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Organisations are continuously searching for ways to increase their competitiveness as a means to survive in the global economy. More recently approaches have focused on the role that people perform in bringing about competitive advantage. Research indicates that engaged employees contribute vastly to the financial bottom-line of the organisation (see section 3.2.2). The research problem in this study was to identify strategies that organisations can use to engage their employees. To achieve this objective a theoretical employee engagement model was presented. The presentation of the theoretical model consisted of the following sub-processes: § Firstly, a literature survey was conducted to determine the underlying drivers/constructs of employee engagement. Abstract iii § The second comprised surveying the literature dealing specifically with approaches for measuring employee engagement. § Thirdly, the literature was surveyed to identify strategies and models used by organisations for engaging employees. The theoretical employee engagement model served as a basis for the compilation of the survey questionnaire that determined the extent to which human resource practitioners and line managers agree with the theoretical model developed in this study. The questionnaire was administered to a random sample of individuals employed in the automotive cluster in the Nelson Mandela Metropolitan Municipality and the Buffalo City Metropole. The empirical results obtained from the survey indicated that respondents strongly concurred with the theoretical employee engagement model presented in the study. These results were included in the theoretical model, which lead to the development of the integrated organisational employee engagement model. The model comprises of four interrelated categories that all contribute to enhancing employees’ engagement. These categories are organisational leadership, organisational culture, organisational strategies and the manager’s role. From the literature survey and the study it became clear that the role of the manager, had the most significant impact on employee engagement of all the categories. In addition, the integrated organisational employee engagement model can be used by organisations as an applied strategy for the measurement of employee engagement. The main findings from this research are that 60 per cent of organisations that participated in the empirical study had implemented strategies to engage their employees. However, the majority of organisations reporting not having an engagement strategy were among organisations that employed less than 700 employees (smaller organisations). The study also highlighted certain variables that required special attention, especially when implementing employee engagement within the South African context. South African companies as compared to their overseas counterparts, rated organisational engagement variables such as remuneration, benefits and gain sharing lower. A further variable that was identified by the study requiring special attention was, ‘senior management shows a sincere interest in employees’ well-being’. A final point emanating from the study is that the implementation of employee engagement, as a strategy to enhance organisational competitiveness, must be viewed as a continuous process. Organisations should prior, to the implementation of an employee engagement strategy, consider whether they are prepared to share engagement results, take corrective action commensurate with the results and deal with employee expectations that may be incurred. The strategies espoused by the integrated organisational employee engagement model developed in this study, can be used by organisations to increase organisational competitiveness by improving their employees’ level of engagement.
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Aguiton, Rhonda Lisa. "The Relationship Between Student Engagement, Recess and Instructional Strategies." Bowling Green State University / OhioLINK, 2012. http://rave.ohiolink.edu/etdc/view?acc_num=bgsu1344449012.
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Alsalam, Marisa. "Fashion Branding: Strategies for Individual and Collective Brand Engagement." Thesis, The University of Arizona, 2013. http://hdl.handle.net/10150/297491.
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In the fashion industry, brands must engage consumers based on their method of consumption. The different methods of consumption are represented by four constructs, which depend on whether the consumption is individual or collective. Individual consumption can either be based on a brand or on a relationship with a brand ambassador. Collective consumption, on the other hand, involves people consuming in a social context. In this case, the focus can either be on the brand or on an activity (the brand is secondary). This study confirmed the existence of these constructs in the fashion industry by analyzing data from interviews, observation, forums, and secondary sources. This research led to the discovery of strategies brands can use to engage consumers within each of these constructs. When targeting individual consumers who are focused on a brand, companies can use quality, consistency and brand image as ways to build brand loyalty. When engaging individual consumers who have a relationship with a brand ambassador, brands must utilize strategies based on communication, authenticity, and knowledge. Brands can engage consumers who consume collectively, based on a brand, by implementing strategies that focus on social differentiation, narratives, entry points and exclusivity. Finally, fashion brands can connect with consumers that collectively consume based on an activity through marketing itself as a resource, building social affiliations, and providing a platform for this consumption.
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Clement, Theo. "China’s economic engagement strategies towards a reforming DPR Korea." Thesis, Lyon, 2018. http://www.theses.fr/2018LYSE2051/document.
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Depuis le début des années 2000, la Chine et la RPDC (« Corée du Nord) ont tenté de mettre en œuvre des programmes de coopération économique et d’intégration transfrontalière. Ces programmes de coopération ont été facilité par des politiques réformatrices en Corée du Nord, la famine des années 1990 ayant fait prendre conscience à Pyongyang qu’un certain degré de réforme économique était nécessaire pour reprendre le contrôle et relancer une économie désorganisée et appauvrie. En conséquence, les échanges et les investissements entre la Chine et la RPDC ont connu une hausse spectaculaire. Ceci étant, les expérimentations politiques menées par Pyongyang, dont notamment les Zones Économiques Spéciales, n’ont pas réussi à attirer l‘attention des entrepreneurs et des officiels chinois.A travers l’étude empirique d’une selection de Zones Économiques Spéciales et de leurs environnements politiques et législatifs, des entretiens avec des hommes d’affaires chinois impliqués dans les relations économiques bilatérales à la frontière et des observations sur le terrain en Corée du Nord, l’auteur développe l’idée selon laquelle les stratégies d’engagement économiques chinoises et les politiques de développement économique nord-coréennes sont fondamentalement incompatibles, ce qui fait des actuellespratiques de coopération économique une source de tensions politiques. Il semblerait que la Chine a en effet essayé d’atteindre certains objectifs politiques et géopolitiques à travers des outils économiques, ce qui est vu par Pyongyang comme une ingérence dans ses affaires internes. Ces stratégies chinoises sont particulièrement intéressantes à étudier dans le contexte de l’initiative « One Belt, One Road ». Paradoxalement, l’auteur cherche à expliquer que les plus récentes générations de Zones Économiques Spéciales ne visent pas seulement à faciliter une certaine forme d’intégration économique bilatérale mais incarnent dans le même temps une forme de résistance à l’étreinte économique chinoiseSince the beginning of the 2000’s, China and the DPRK (North Korea) have tried to implement economic cooperation and crossborder-economic integration programs. These cooperation programs have been facilitated by reformist policies in the DPRK, as the 1990 decade famine that struck North Korea convinced the Pyongyang leadership that some degree of economic reform was needed to restart and regain control over a greatly damaged economy. As a result, trade and investment ties between China and North Korea soared. However, political experimentations by the Pyongyang leadership, such as Special Economic Zones, have attracted limited attention from Chinese entrepreneurs and officials.Through an empirical analysis of a selection of North Korean Special Economic Zones and related policies, interviews with Chinese businessmen active in the borderlands as well as anecdotal evidence gathered in the DPRK, the author argues that Chinese economic engagement policies and North Korea’s economic development strategy bear structural incompatibilities which makes the current economic cooperation patterns a source of diplomatic and political friction. It seems that China has indeed been trying to achieve different political and geopolitical objectives through economic means, which largely resonates with the larger Chinese-led “One Belt, one Road” initiative” but is seen as interfering from Pyongyang. Quite paradoxically, the author argues that later generations of Special Economic Zones do not only constitute institutions designed to foster economic integration between China and the DPRK but also embody political resistance to the Chinese economic embrace
Seit dem Beginn der 2000er Jahre haben China und die Demokratische Volksrepublik Korea (Nordkorea) versucht, eine wirtschaftliche Kooperation und grenzüberschreitende wirtschaftliche Integrationsprogramme zu implementieren. Diese Projekte wurden durch reformorientierte Politik in der DPRK ermöglicht, da die Hungersnot, welche Nordkorea in den 90er Jahren heimsuchte, die Pjöngjanger Führung überzeugte, dass ein gewisser Grad an wirtschaftlichen Reformen nötig sei, um die schwer beschädigte Wirtschaft neu zu starten und über sie Kontrolle auszuüben. Infolgedessen steigerten sich der Handel und die wirtschaftlichen Beziehungen insgesamt zwischen China und Nordkorea auf ein noch nie da gewesenes Niveau. Jedoch haben politische Experimente der Führung in Pyongyang, einschließlich eines direkten „Policytransfers“, welche chinesischen Erfahrungen nachempfunden waren, wie zum Beispiel Sonderwirtschaftszonen, eingeschränkte Aufmerksamkeit von chinesischen Unternehmern und Beamten erfahren.Auf Basis einer empirischen Analyse einer Auswahl von nordkoreanischen Sonderwirtschaftszonen und damit verbundenen „Policies“, Interviews mit im Grenzgebiet aktiven, chinesischen Unternehmern und in Nordkorea gesammelten Einzelberichten, argumentiert der Autor, dass die chinesischen wirtschaftlichen Engagement Strategien und die wirtschaftliche Entwicklungsstrategie Nord-Koreas strukturellen Unvereinbarkeiten aufweisen, welche die derzeitigen wirtschaftlichen Entwicklungsmuster zu eine Quelle diplomatischer und politischer Spannungen werden lassen. Es scheint, dass China in der Tat versucht hat, verschiedene politische und geopolitische Ziele auf wirtschaftlichem Wege zu erreichen, was größtenteils in der bedeutenden, von China angeführten, „One Belt, one Road“ Initiative seinen Nachhall findet, jedoch von Pjöngjang als Einmischung gesehen wird. Paradoxerweise sind, so die Argumentation des Autors, spätere Generationen der Sonderwirtschaftszonen nicht nur Institutionen zur Förderung der wirtschaftlichen Integration zwischen China und der Demokratischen Volksrepublik Korea, sie verkörpern auch den politischen Widerstand gegen die chinesische wirtschaftliche Umklammerung
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Walker, Tonia Ann. "Strategies for Increasing Employee Engagement in the Service Industry." ScholarWorks, 2016. https://scholarworks.waldenu.edu/dissertations/2904.
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The annual loss to U.S. organizations consequential to a lack of employee engagement was approximately $300 billion in 2013. Employee engagement is vital to the business sustainability of an organization. The purpose of this qualitative single case study was to explore successful strategies that business leaders of a service organization used to increase employee engagement. The conceptual framework guiding this study was the behavior engineering model theory developed by Gilbert. A purposeful sample of 6 engineering managers was selected based on their success in creating strategies resulting in increased employee workplace engagement in a monopoly service organization in Connecticut. Semistructured interviews were employed to elicit detailed information from participants and their experiences with employee engagement. A review of company documents and website data was used to enhance the credibility of the findings. Using Yin's 5-step method assisted in identifying themes. Two themes emerged with a focus on communication and rewards, benefits, and compensation. Communication through a variety of platforms and an attractive, rewards, benefits, and compensation package appealed to employees with unique skill sets and talents that fostered an environment for increased engagement. The findings of the study may contribute to positive social change by providing business leaders with tools to enhance greater employee job satisfaction and engagement in the service industry, which may in turn lead to a more productive and engaged workforce.
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Coy, John A. "Customer Engagement Strategies Leaders Use to Sustain Small Businesses." ScholarWorks, 2019. https://scholarworks.waldenu.edu/dissertations/6546.
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The purpose of this single-case study was to explore strategies small business leaders used to engage the next generation of customers to ensure sustainability for longer than 5 years. The study population included senior leaders from a for-profit company headquartered in the mid-Atlantic region of the United States. Von Bertalanffy's general systems theory (GST) was the conceptual lens used in this study. Data were collected via semistructured interviews with 3 leaders of the organization. Participants for this doctoral study were members occupying leadership roles in a small, family-owned, for-profit business. Member checking was incorporated to help ensure accuracy, consistency, and credibility. Document analysis included reviews of financial statements, tax records, marketing and advertising plans, client survey information, and additional corporate artifacts. Using thematic analysis, themes emerging from this study included the importance of systematic approaches to engaging the next generation of customers through strategic processes, transparency in operations, fiscal accountability and protection of stakeholder interests, and use of technology to support business growth. Findings from this study might contribute to positive social change by enabling for-profit small business owners to succeed in their selected ventures and support local economic growth by engaging the next generation of customer.
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Neeley, Robert. "Engagement Strategies to Reduce Registered Nurse Turnover in Hospitals." ScholarWorks, 2017. https://scholarworks.waldenu.edu/dissertations/4539.
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Skilled and experienced registered nurse employees are critical to the organizational success and stability of hospitals, but an annual average registered nurse turnover rate of 14% can result in financial losses of millions of dollars annually for the typical hospital in the United States. The purpose of this multiple case study was to explore the engagement strategies hospital nurse managers use to retain registered nurses. The study population included 8 nurse managers employed by hospitals in West Central Florida who have successfully implemented engagement strategies to retain registered nurses. The conceptual framework for the study was based on systems theory and the job characteristics theory. Data collection was conducted through semistructured in-person interviews and a review of company documents. The credibility and reliability of the data analysis was reinforced through supplemental follow-up questions, member checking, and methodological triangulation. The 3 themes that emerged were nurse engagement strategies, leadership influence and organizational culture, and nurse development. The findings from this research study could contribute to positive social change by providing nurse managers with strategies for retaining valuable and skilled registered nurses to enable them to improve registered nurse work experiences. The retention of registered nurses and reduced employee turnover might result in higher job satisfaction and work engagement for registered nurses, and improved organizational growth and stability.
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Wise, Michael P. "Exploring Frontline Management Strategies Used to Improve Employee Engagement." ScholarWorks, 2017. https://scholarworks.waldenu.edu/dissertations/3966.
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Managers who foster at least 65% employee engagement, based on employee engagement surveys conducted by Hewitt Associates, Inc., provide a 19% higher return to shareholders than managers who do not foster a 65% or higher employee engagement level. The purpose of this single site case study was to identify strategies that frontline managers used to build employee engagement, leading to higher organizational performance. The transformational leadership theory was used as the conceptual framework for this study. Data were collected through semistructured interviews from a purposeful sample of 3 frontline managers at a beverage manufacturing facility in the Midwest of the United States. Data also included performance metrics from the organization to identify the leading facility within the organization. Using data triangulation and Yin's explanation building analysis method, several themes emerged, including the need for open and honest communication, setting and understanding expectations, maintaining professional relationships, and including employees as an important part of the organization. These findings may contribute to social change by enhancing the training for frontline managers. Such enhancements may build employee engagement, decrease workplace stress, and boost work-life balance and quality of life.
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Hudson, Sanja Katina. "Strategies for Increasing Volunteer Engagement in Nonprofit Healthcare Organizations." ScholarWorks, 2018. https://scholarworks.waldenu.edu/dissertations/6046.
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Implementing effective strategies to address the challenges of volunteer engagement is critical for helping ensure the sustainability of nonprofit healthcare organizations. Nonprofit healthcare leaders seek strategies to increase the volunteer workforce and enhance volunteer engagement. Through the conceptual lens of Deci and Ryan's self-determination theory, the strategies nonprofit healthcare leaders used to reduce volunteer turnover were explored in this single-case study. Data were collected using semistructured interviews with 5 nonprofit healthcare leaders from a single organization in the southwestern United States. Analysis of internal and external organizational documents and publicly available data were manually coded and thematically organized. The use of a methodological triangulation process and member checking increased the reliability of data interpretation. Using the thematic approach, 3 themes emerged: volunteer recognition improved volunteer turnover, open communication improved volunteer turnover, and relationship building improved volunteer turnover. Nonprofit healthcare leaders can use these findings to gain a better understanding of how supporting the expectations, needs, and requirements of volunteers can improve engagement and reduce turnover. The findings from this study may contribute to positive social change by providing nonprofit leaders with strategies to reduce volunteer turnover, enhance operational processes, and improve organizational performance. Nonprofit healthcare leaders who develop volunteer engagement strategies can increase organizational success and develop successful work habits among volunteers to improve economic growth in communities they serve.
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Vizzuso, John David. "Leadership Strategies to Influence Employee Engagement in Health Care." ScholarWorks, 2015. https://scholarworks.waldenu.edu/dissertations/474.
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Hospitals are in a precarious financial position with declining reimbursement, eroding profit margins, and low patient satisfaction. The Patient Protection and Affordable Care Act of 2010 reform may decrease hospital reimbursement by $500 billion from 2010 to 2020, while low patient satisfaction may decrease profitability for hospitals by 27%. Employee disengagement may decrease patient satisfaction and consumer loyalty. The purpose of this phenomenological study was to explore the lived experiences of health care leaders as they worked to engage employees and provide better patient care. Improving patient care provides opportunities to capture new market shares, which increases sustainability of health care organizations. Expectancy theory shaped the conceptual framework of this study. Inquiry consisted of personal interviews with 23 mid-level hospital managers. Data analysis occurred with a modified Van Kamm data analysis process, which entailed descriptive coding and sequential review of the interview transcripts. Member checks and data saturation ensured trustworthiness of the findings. The findings from these personal interviews led to discovery of 4 themes of leader-employee engagement to include psychological commitment, expectation realization, trust actualization, and reduction in the leadership power distance. By applying employee engagement strategies aligned with these themes, leaders may influence patient care. This study contributes to social change by increasing health care quality for patients leading to a positive influence on medical care and societal health.
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Crowe, Amanda Delane. "Strategies for Responding to Generational Differences in Workplace Engagement." ScholarWorks, 2016. https://scholarworks.waldenu.edu/dissertations/2806.
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Small business managers are experiencing a 30% turnover of employees, costing U.S. businesses $41.3 million per year. The purpose of this case study was to explore the strategies that experienced business managers use in small accounting firms to respond effectively to generational differences in workplace engagement. Using a purposeful sampling technique, 5 managers possessing successful experience in issues related to generational differences in the workplace were recruited from small accounting firms located in Midwestern United States to participate in semi-structured interviews about engaging a multi-generational workforce. Methodological triangulation was used to analyze the data collected through semi-structured interviews and observations, which were grouped into common nodes and themes. Three themes emerged, including providing resources and incentives, giving opportunities, and forming relationships between managers and subordinates. These themes aligned with leader-member exchange theory, indicating the need for managers and subordinates to establish high-quality relationships which result in more engaged employees. The results from this study might contribute to social change by providing transferable knowledge about how management behaviors affect the engagement of employees, which could assist more business owners to take generational differences into account, and in turn produce more engaged and satisfied employees. Responding effectively to generational differences in workplace engagement may lead to less employee turnover, which may increase revenue and translate into social responsibility and sustainability programs in the community.
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Subramaniam, Kumar G. "Strategies for Reducing Employee Stress and Increasing Employee Engagement." ScholarWorks, 2017. https://scholarworks.waldenu.edu/dissertations/4484.
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Stress inside and outside of work affects employee productivity. In 2013, the estimated impact of employee absenteeism on U.S. businesses was $225 billion per year through reduced efficiency, overtime wages, fixed fringe benefits, and the cost of replacement employees. Based on the social exchange theory and the theory of planned behavior, the purpose of this qualitative single case study was to explore the strategies that HR leaders in a single organization used to reduce employee disengagement caused by stress. Using semistructured interviews, data were collected from 12 HR leaders and line managers within a single healthcare organization in eastern Tennessee. Member checking and validations using organization records assured the credibility and reliability of the interpretations and findings. Using the thematic analysis approach, 4 themes emerged, (a) integration of employee engagement practices into culture and business processes, (b) providing managers with the job resources they need to lead staff, (c) being transparent and honest in communications, and (d) relying on supportive supervisor behavior to mitigate employee stress. A mission-driven and values-based organization culture served as the foundation for implementing these individual strategies. These findings could contribute to social change by helping organizations reduce stress in the workplace, improve employee wellbeing, and reduce individuals' risk of morbidity and mortality caused by stress, leading to a reduction in healthcare costs for communities.
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Kizer, Jennifer L. "Strategies for Employee Engagement in a Small Business Enterprise." ScholarWorks, 2016. https://scholarworks.waldenu.edu/dissertations/2736.
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In 2013, 35% of the workforce was not engaged, which results in lack of productivity and loss of profitability for small business enterprises (SBEs). The purpose of this qualitative case study was to explore successful strategies that frontline leaders in a 4 generation, family-owned excavating business used to engage their frontline employees. The excavating business was started in 1947 by the father of the current business owners. William Kahn's employee engagement theory was the conceptual framework for this study. Data were collected through a focus group and direct observations of engagement during meetings and frontline areas from a population of 8 frontline leaders from construction work at an excavating business in Stephens City, Virginia. Data from the focus group and direct observations were thematically analyzed and then triangulated to ensure the trustworthiness of the interpretations. The 5 themes that emerged included: investing in sustainability, leading by example, providing clear and open communication, implementing a system of measurement, and developing a professional image. These themes could provide the basis for the area frontline leaders to improve the employee engagement level of their frontline employees. These findings could prompt what has been a missing dialogue of communication that could bridge the employee engagement gap between the area employees and employers. Social change implications of these findings could lead to productivity improvement that could contribute to the survival of SBEs and to the employment status of the community.
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Taylor, Carolyn Yvette. "Strategies to Improve Employee Engagement in the Hospitality Industry." ScholarWorks, 2019. https://scholarworks.waldenu.edu/dissertations/6744.
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More than 50% of the workforce in the United States is disengaged, costing U.S. organizations almost $355 billion annually. Engaged employees improve customer satisfaction, perform effectively, and are committed to organizational goals. Guided by Kahn's personal engagement theory, the purpose of this multiple case study was to explore strategies business leaders in the hospitality industry used to improve employee engagement for increased productivity. A purposive sample of 1 business leader each from 6 organizations in South Korea shared their experiences with the phenomenon of employee engagement. Data were collected through face-to-face semi structured interviews and by reviewing company position descriptions and human resource policies. Yin's data analysis method revealed prevalent themes of communication, recognition and rewards, and work environment. Leaders influence employee engagement through open communication, providing rewards or recognition as performance incentives, and creating a psychologically safe work environment. Implications of this study for social change include decreased physical and mental health costs for employees and organizations. Improving employee engagement in the hospitality industry can reduce absenteeism and increase organizational profitability, sustainability, and participation in community and social programs.
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Desir, Samara. "Strategies Department Store Managers Use to Increase Employee Engagement." ScholarWorks, 2018. https://scholarworks.waldenu.edu/dissertations/6416.
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Business leaders are challenged with sustaining an engaged workforce to achieve economic prosperity in their organizations. The implementation of effective strategies to increase employee engagement can mitigate the challenges of employee disengagement. The purpose of this qualitative, single case study was to explore the strategies that department store managers used to increase employee engagement. The conceptual frameworks selected for the research were Vroom's expectancy theory of motivation and Kahn's engagement theory. The research participants consisted of 5 department store managers, from the northeastern United States, who successfully used strategies to increase employee engagement. Data were collected from the participants in semistructured interviews and from company archival documents about the strategic efforts that department store managers used to increase employee engagement. Data analysis consisted of compiling the data, coding for emergent themes, disassembling the data into common codes, reassembling the data into themes, interpreting the meaning, and reporting the themes. The 9 themes that emerged from the data were manager and employee relationship, employee motivation, rewards and incentives, expressing appreciation, ensuring employee wellbeing, health and safety, employee empowerment, employee feedback, and establishing employee expectations. The study results could contribute to positive social change by providing department store managers with strategies to increase employee engagement, which may reduce employee turnover and create community-wide employment opportunities for community members.
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Youmans, Jan R. "Successful Strategies to Engage Employees in the Workplace." ScholarWorks, 2018. https://scholarworks.waldenu.edu/dissertations/6294.
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Research revealed that 20% of American employees are not actively engaged in the workplace. Disengaged employees cost the U.S. economy billions of dollars annually in lost productivity. The purpose of this single case study was to explore strategies that small business managers of a privately-owned company used to maintain an engaged work force. The target population consisted of 4 small business managers from the same organization within Fairfax County, Virginia. Leader member exchange was the conceptual framework chosen for this study. Data were collected through semistructured interviews and review of company documents. Member checking was used to address the dependability of data. Data were analyzed using Yin's 5-phased cycle of data analysis and methodological triangulation. The final interpretations revealed 2 major themes: creating and sustaining a cohesive, engaging organizational environment and ensuring effective communications. The contributions of this study to positive social change include encouraging managers and their employees to have a healthier attitude at work, having a better sense of work-life balance, and having pride in belonging. Understanding the contribution of an engaging workforce may enable organizational leaders to improve performance and profits for catalyzing monetary and nonmonetary contributions benefiting communities.
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Niemi, Alissa M. "What are effective strategies to support student engagement and learning?" Online pdf file accessible through the World Wide Web, 2007. http://archives.evergreen.edu/masterstheses/Accession89-10MIT/Niemi_A%20MITthesis%202007.pdf.
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Milindasuta, Premmarin. "Audience Engagement Strategies for New World Performance Laboratory: a Proposal." University of Akron / OhioLINK, 2016. http://rave.ohiolink.edu/etdc/view?acc_num=akron1478354796127502.
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Moye-Weaver, Elizabeth. "Motivational Strategies and Student Engagement in a Blended German Course." BYU ScholarsArchive, 2021. https://scholarsarchive.byu.edu/etd/9233.
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Blended and online courses can require more student self-regulation than traditional in-person courses. Instructors and course designers can support student motivation and self-regulation in a variety of ways, such as by including motivational strategies in the course materials. The purpose of this study was to explore the relationship between the following three factors: the motivational strategies employed in the online course materials of a blended German language course, student engagement in the course, and student usage of the course materials. Selected course activities were analyzed using a checklist based on Keller's ARCS (Attention, Relevance, Confidence, Satisfaction) model for motivational design to identify the motivational strategies that were present. At the end of each unit, students completed surveys about their level of engagement with the online portions of the blended course and their perceptions of the online activities. At the end of the semester, data about student usage of the online activities was collected from the Canvas Learning Management System. The results of this study show that a wide range of motivational strategies are used in the online materials of this course and that students were highly engaged in this course. Students found the grammar and vocabulary activities to be the most motivating and the most useful for their language learning. The number of Attention strategies in an activity was strongly correlated with how often students used the activity, and the number of Attention strategies also predicted how often students would use the activities, likely because Attention strategies increase ease of use of the materials and encourage student curiosity. The number of Satisfaction strategies in an activity predicted how motivating students would find the activity, likely because Satisfaction strategies allowed students to use their new skills in realistic contexts and experience intrinsic and extrinsic rewards. There was a strong correlation between how motivating students found an activity and how useful they found the activity for their language learning. Including more motivational strategies, particularly Attention and Satisfaction strategies, can enhance the student experience and increase student motivation; however, students are most likely to be motivated by activities that they find useful for their language learning.
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Ulfig, YaVonda Malia. "Leadership Strategies for Increasing Employee Engagement in the Service Industry." ScholarWorks, 2019. https://scholarworks.waldenu.edu/dissertations/6694.
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Companies lose an average of $1,000 in profit each year for every employee who feels disengaged and uncommitted to the firm's success. Employee engagement is critical to an organization's productivity, profitability, and competitive edge. The purpose of this single case study was to explore strategies that business leaders in a service organization use to increase employee engagement and work performance. The conceptual framework for this study was Homans's social exchange theory. A purposeful sample of 6 company leaders participated in the study based on their success in developing strategies that enhanced employee engagement and performance in an advertising services firm headquartered in Indiana. The study included semistructured interviews to gather in-depth information from participants about their successes related to employee engagement. Conducting member checking with participants and triangulating the data with company documents reinforced the validity of the findings. Data analysis involved using a manual and a computer-aided approach to compile the data, disassemble the data into codes, and reassemble the data into themes. Four key themes emerged: leaders offer attractive company benefits, including flexible work arrangements; leaders empower and appreciate employees; leaders provide professional development opportunities; and leaders foster unity through open communication and team building. The implications for positive social change include the potential to increase employee engagement and performance within firms in the service industry, which can help increase profitability. Higher profitability can enable organizational leaders to financially address social issues such as poverty, which may benefit members of their communities.
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Cradle, Keith Eric. "African American Charitable Giving in Charlotte, North Carolina: Engagement Strategies." ScholarWorks, 2017. https://scholarworks.waldenu.edu/dissertations/4132.
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Nonprofit agencies are instrumental in U.S. society and local communities. While there is significant outreach targeted for wealthy and middle-class Caucasian families, there is a lack of targeted effort for African Americans. The purpose of this case study was to explore the strategies development directors use to engage and retain African American donors. The focus of the research questions was what factors lead to successful engagement campaigns for African Americans. The qualitative case study was suitable for gathering data from multiple sources of information, including an interview questionnaire and existing literature. A purposeful sampling strategy was appropriate for choosing 5 development directors from 5 nonprofit organizations for the open-ended interviews. Transcribed data were analyzed by comparing responses that led to theme creation. Source triangulation utilized for trustworthiness and response interpretation revealed community development, fostering relationships and intentional engagement are themes that attract African Americans. Results of the study showed development directors who utilize community based and family oriented themes and targeted social media campaigns reach more African American patrons. The social implications outlined in this study are intended to assist nonprofit leaders create a stable donor base so they can positively impact the local community. By addressing engagement strategies with a significant portion of the community, nonprofit leaders can attract and retain this largely untapped market for continued sustainability.
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Benham, Michelle Dawn. "Strategies to Improve Engagement Among Public Sector Information Technology Employees." ScholarWorks, 2017. https://scholarworks.waldenu.edu/dissertations/4198.
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Disengaged employees decrease organizations' efficiencies and profitability. Engaged employees provide greater productivity and performance while being less likely to incur job burnout and exhaustion. However, public sector organizational leaders still struggle to engage their information technology (IT) employees. Partnering with a large public sector organization in the Phoenix, Arizona, metropolitan area, in a case study design, this study explored the strategies that public sector business leaders use to increase productivity through engaging IT employees. The conceptual framework for this study was the job demands-resources framework. Four participants were selected through purposeful sampling from a population of 7 IT leaders who had successfully increased employee engagement and their teams' performance. After collecting data through in-person semistructured interviews from 4 participants, member checking, and organizational documentation, an iterative pattern-matching data analysis process revealed key themes from coded words and phrases. The themes were also verified through methodological triangulation through comparisons with related organizational documentation. The key themes for engaging public sector IT employees were developing positive relationships, providing empowerment with support, and connecting work with meaningful purpose. Each theme included specific supporting implementation strategies. The implications for social change are that engaged employees are less likely to experience job burnout and incur fewer health problems, and therefore have a greater capacity to care for family, friends, and communities.
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Alcala, Ann-Marie. "Managerial Strategies for Improving Employee Engagement: A Single Case Study." ScholarWorks, 2017. https://scholarworks.waldenu.edu/dissertations/4192.
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In 2013, 1% of Medicare reimbursements were withheld from U.S. hospitals, with a
proposed cap of 2% in 2017 for redistribution to those hospitals that improve overall care and patient satisfaction. The purpose of this single case study was to explore the engagement strategies that some hospital middle managers used to improve employee performance to increase patient satisfaction. The sample included 4 health care middle managers in 1 hospital in northeast Connecticut. The conceptual framework that grounded this study was Kahn's personal engagement theory. Data were collected via semistructured interviews, participant observations, and review of hospital and public government documents. The process of member checking and methodological triangulation contributed to the study validity. The data were analyzed using Yin's 5-step method of analysis. Themes that emerged from the study were the importance of the role of the manager in fostering employee engagement, implementing explicit communication techniques, assisting employees in role performance, promoting employee wellbeing, commitment to patient care and satisfaction, and providing employees with rewards and recognition. Although this was a single case study, health care managers from other hospitals could benefit from the results of this study. The implications for social change include the potential for hospital managers to implement strategies to improve employees' engagement, thus improving patients' care and satisfaction, and the overall health and wellness of individuals in the community.
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Fair, Corey. "Strategies to Increase Employee Engagement in Long-Term Residential Agencies." ScholarWorks, 2018. https://scholarworks.waldenu.edu/dissertations/4723.
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Disengaged employees adversely affect organizational strategies to promote higher standards of care and quality of life for long-term residential patients. The purpose of this single case study was to explore strategies healthcare leaders use to engage employees. The targeted population for this study was the senior leaders of a long-term residential care agency located in South Carolina who had initiated strategies and practices to engage employees. Kahn's theory of personal engagement and disengagement was the conceptual framework for this study. Data collection included semistructured face-to-face interviews with open-ended questions, and the long-term residential agency's employee handbook, training agenda, and incentive program. Data were transcribed, coded, and then validated through member checking and triangulation, resulting in the development of 6 themes: leadership attentiveness to promote workplace meaningfulness, incorporation of robust communication policies and procedures, organizational support for engagement, fostering interpersonal relationships for increased employee value, meaningful rewards and recognition, and training and development for personal and professional growth. Leaders have a significant role in the development of conditions within the work environment that foster employee engagement. The implications for positive social change include the improvement of physical and social qualities of life for long-term residential patients and their families, the ease of financial burdens for healthcare professionals, and a reduction in the amount of tax revenue needed to support the needs of aging U.S. citizens.
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Silva, Patricia Ann. "Midlevel Manager Strategies to Improve Employee Engagement in Small Businesses." ScholarWorks, 2016. https://scholarworks.waldenu.edu/dissertations/2761.
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The ability to improve employee engagement in small businesses is critical, not only to workers but also to midlevel managers who want to retain productive employees in the workplace. Supervisors who lack efficient managerial practices also risk decreases in productivity, profitability, and sustainability. The conceptual framework for this qualitative, exploratory single-case study was Kahn's theory of personal engagement and disengagement. The population consisted of 2 midlevel managers from a single, small, franchise company in metropolitan Alabama, both of whom used engagement practices, and managed at least 5 subordinates in the company. Data collected, analyzed, and triangulated were from semistructured interviews, direct observations, and a review of company documents. Coded interview responses aligned with the research question, conceptual framework, and emergent themes resulted in identifying successful engagement strategies that midlevel leaders to use. Two critical themes that emerged were management and communication. Supportive management behaviors and leader-member exchange yielded positive employee engagement and increased job performance and productivity. These results could be used to help midlevel managers develop strategies that improve employee enagagement and job performance. Social change implications included leaders developing new strategies that encourage positive relationships among top-level and midlevel leaders, lower level employees, and customers.
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Hurley, Jeb Stephen. "Engagement Strategies for Catalyzing IT Sales Team Performance in Asia." ScholarWorks, 2017. https://scholarworks.waldenu.edu/dissertations/3784.
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Sales leaders who can foster sales team engagement drive an organization's sales performance. Some information technology sales leaders lack team engagement strategies that support revenue results above market growth rates. The purpose of this qualitative, single-case study was to explore the team engagement strategies of 6 sales leaders, in various offices in the Asia-Pacific region of a single, public information technology company, who demonstrated the ability to support year-on-year revenue results above market growth rates. Participants demonstrated the ability to foster team engagement and consistently deliver year-on-year revenue results above market growth rates. The conceptual framework for this study was self-determination theory, a macro theory of motivation. Data collection included semistructured interviews with the sales leaders and a review of company documents, including sales plans, sales results by country, and training and recognition programs. Data analysis included keyword coding, category development, and theme identification. Three themes emerged: using extrinsic motivators, activating intrinsic motivators, and catalyzing team engagement. Extrinsic motivators included both tangible and intangible rewards. Intrinsic motivators included encouraging sales team autonomy, developing sales team competence, and fostering sales team relatedness. Implications for positive social change include providing organizations with engagement strategies that sales leaders could use to offer better employee work-life experiences. When sales leaders improve sales team engagement, team members experience psychological benefits, which may enhance the quality of their personal lives as well as the quality of life for members of their families and communities.
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Hunsicker, Adam M. "Small Business Owners' Consumer Brand Engagement Strategies in Social Media." ScholarWorks, 2019. https://scholarworks.waldenu.edu/dissertations/7391.
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Since 2004, the economic relevance of small to medium-sized enterprises (SMEs) in the United States has steadily declined while large-scale enterprises' contributions have increased. Large-scale enterprises have maximized opportunities to engage consumers through social media and have created competitive advantages compared to SMEs. The purpose of this multiple case study was to explore the social media consumer brand engagement strategies leaders of SMEs used to positively affect their brands' equity. Relationship marketing and customer relationship management provided the conceptual framework for the study. Data were collected through interviews with 8 craft brewery business owners in the Southeastern United States and content collected from the social media pages of each business. Data were analyzed using within-case and cross-case techniques. Themes that emerged from data analysis included the cost-benefit of social media over traditional marketing platforms, the significance of establishing and maintaining relationships, and the importance of constant and continuous contact with customers. SME leaders may benefit from the results of this study by furthering their knowledge and understanding of social media consumer engagement strategies that positively impact brand equity. Findings may provide owners of small businesses with strategies that may result in social and economic benefits including new employment opportunities, increased revenue, and economic stability in local communities.
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Lenhart, Nicholas R. "Enduring Social Engagement: A Case Study on Commercial Applications for Enduring Social Engagement Strategies and Brand Community Growth." Thesis, The University of Arizona, 2013. http://hdl.handle.net/10150/297702.
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A comparative case analysis of two industry leaders, Red Bull and Burberry, allowed an exposition of current best practices and underlying engagement strategies with far reaching implications applicable to many industries apart from those in which each company resides. This article give an introductory look at initial engagement tactics through event marketing and new technologies before a depth analysis regarding preparing for and capitalizing on subsequent consumer engagements resulting in growing a brand community. Both companies successfully engaged their respective brand communities through event marketing and new technologies in a way that encouraged the transformation from passive members to active consumers and brand evangelists. Extrapolating the industry specific tactics each company implemented to achieve such transformation has allowed for an understanding of several best practices for social engagement utilizing new media and new technologies.
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Makoni, Eric. "Employee Engagement Strategies That Healthcare Managers Use to Increase Organizational Performance." ScholarWorks, 2019. https://scholarworks.waldenu.edu/dissertations/6730.
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The annual cost of low employee engagement in Australian workplaces was $18.7 billion in 2015. Healthcare managers who adopt employee engagement strategies have the potential to achieve robust clinical, operational, and financial results that benefit both the organization and the community as a whole. The purpose of this single case study was to explore effective employee engagement strategies that some healthcare managers used to increase organizational performance. Social exchange theory was the conceptual framework for the study. Data were collected through semi structured interviews with 8 healthcare managers in Queensland, Australia. Participants who implemented successful employee engagement strategies were selected using a snowball sampling technique. Data analysis consisted of generating themes through coding using a deductive approach and reporting emergent themes. Five key themes that emerged from the data analysis were psychological ownership, job resources, leadership, training and development, and rewards and recognition. The process of member checking ensured that findings accurately represented participants' views. Recommendations from the study highlight the need for healthcare managers to implement employee engagement strategies that motivate discretionary efforts, resulting in improved quality patient care and organizational performance. The implications for positive social change include providing healthcare managers with effective employee engagement strategies that could improve patient experiences, operational efficiencies, and quality healthcare provisions in the healthcare industry.
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Martin, Rosemary. "The Impact of Engagement Strategies on the Reduction of Patient Falls." ScholarWorks, 2017. https://scholarworks.waldenu.edu/dissertations/4462.
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Despite the availability of many fall prevention measures, many patients fall in U.S. hospitals each year. Experts view patient fall rates as the measure that can be most affected by a nurse-led, evidence-based intervention. The purpose of this quality improvement project was to implement and evaluate the impact of patient engagement strategies on patient compliance to fall prevention education and the reduction of falls. The quality improvement framework used for this project was the Iowa Model. Interventions for this project included patient engagement strategies including the teach-back (TB) method and video-based fall prevention education paired with the project site's existing fall prevention program. A prospective quantitative design was used to answer the practice-focused question of whether the implementation of a falls protocol incorporating patient engagement strategies improves patient compliance with the fall prevention plan of care and reduces patient falls. A total of 58 patients were included in this project, conducted from July to October 2017. The results showed a 75% reduction in the fall rate compared to the same three month period in 2016. This finding suggests that reinforcement of oral and written instruction through video education follow-up and the use of the TB method to assess patient understanding are effective measures to reduce patient falls and increase patient compliance to the fall prevention plan of care. These patient engagement strategies can be replicated by nurses in similar acute care settings. Adoption of such evidence-based changes in nursing practice may improve patient safety and decrease harm in hospital settings as implications for positive social change.
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Reed, Geneva L. "Leadership Strategies for Improving Employee Engagement in the Information Technology Industry." ScholarWorks, 2019. https://scholarworks.waldenu.edu/dissertations/7066.
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Disengaged employees in the information technology industry lead to decreased productivity, increased absenteeism, poor job performance, higher employee turnover, and reduced organizational effectiveness. The purpose of this multiple case study was to explore the leadership strategies that information technology leaders used to improve employee engagement. The transformational leadership theory was the conceptual framework for this study. Data were collected through semistructured interviews with 3 leaders of information technology companies in Illinois and a review of company documents. Data were analyzed through thematic analysis and using Yin's 5-step process of compiling, disassembling, reassembling, interpreting, and concluding data. The 3 emergent themes from data analysis were compensation and benefits strategy, performance management strategy, and recognition strategy. The findings of this research study indicated that compensation and benefits, performance management, and recognition were critical strategies information technology leaders used to improve employee engagement. The findings and recommendations resulting from this study might be valuable to information technology leaders, human resources managers, and hiring managers for developing leadership strategies to increase productivity, lower absenteeism, improve organizational performance, and reduce employee turnover through improved employee engagement. The implications for positive social change include the potential for information technology leaders to enhance local economic stability, lower local unemployment rates, and increase community volunteerism through improved employee engagement.
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Cerf, Kei-Lin. "Strategies to Improve Millennial Employee Engagement in the Luxury Resort Industry." ScholarWorks, 2017. https://scholarworks.waldenu.edu/dissertations/4275.
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Millennials are estimated to compose half of the workforce by 2020. Many hospitality researchers have studied Millennial employee engagement, but less is known about how to apply strategies that are authentically engaging for Millennials. The purpose of this study was to explore Millennial employee engagement strategies. The research questions for this study were used to examine the engagement strategies of luxury resort leaders and how Millennial employees perceived engagement. A single case study design was used to gather interview, questionnaire, and company document data from employees of a luxury resort in Hawai`i. Kahn's employee engagement theory served as the basis for the conceptual framework. Six non-Millennial department heads participated in semistructured interviews by purposeful sampling and 11 Millennial employees completed an online, anonymous questionnaire. Saldana's 2-cycle coding analysis was used to determine themes based upon the conceptual framework, participant descriptions of engagement, and commonalities among effective strategies. The 3 most significant themes were the importance of (a) interpersonal respect, (b) interpersonal trust, and (c) meaningful relationships. Another worthwhile finding was the difference in perceptions of engagement aspects between Millennials and other generations. To fully engage Millennial employees, luxury resort leaders should focus on thoughtful communication, empathy, and relationship-building strategies. The implications for social change include the potential to foster happy, productive Millennial employees who contribute to the performance of their organizations. When resort leaders increase their skills to build respect, trust, and meaningful relationships, they improve workplace culture for all employees.
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Smith, Joy Keiondra. "Management Strategies to Improve Employee Engagement in the Credit Union Industry." ScholarWorks, 2017. https://scholarworks.waldenu.edu/dissertations/4330.
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Employee engagement is the main topic of discussion among researchers and managers for over 24 years. Managing employee engagement is critical to the success of an organization, but 85% of manager's struggle with engaging employees. The purpose of this single case study was to explore employee engagement strategies that credit union managers use to increase productivity and organizational effectiveness. Expectancy theory was used to explore employee engagement, performance, and motivation of people in the workplace. Data were collected using semistructured interviews and observations with 6 credit union managers and company documents using thematic coding. Analysis of the data revealed that, among these credit union managers, effective communication, training and coaching, and rewards and recognition are management strategies required to improve employee engagement, productivity and organizational effectiveness. These findings may provide credit union managers with guidelines to measure and evaluate the effectiveness of engagement strategies to fit the culture of the credit union. The results of this study may provide credit union managers with guidelines on the causes of disengagement and how employee engagement could be improved within the organization. Researchers may consider conducting a multiple case study that include other credit unions within Louisiana to understand the similarities and differences between strategies used to engage employees. The results of this study may impact positive social change by improving the competitive environment of the credit union industry through engagement within community and society.
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Barmore, Harley R. "Exploring Employee Engagement Strategies from the Employee Perspective: A Case Study." ScholarWorks, 2019. https://scholarworks.waldenu.edu/dissertations/7115.
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Small businesses, which are important to the success of local communities, continue to fail at a much higher rate than their larger counterparts. Employee disengagement contributes to small businesses failure and is often precipitated by a misalignment of leader intent and employee perception of engagement strategies. The purpose of this case study, grounded in prevailing engagement theories, was to explore the alignment of employee perceptions to leaders' engagement strategies. Research questions elicited employee perceptions of leader engagement strategies and how these perceptions influenced their attitudes toward work. Data were collected from employees and the owner of a small Midwestern, privately owned restaurant totaling 17 participants. A normed climate survey was also administered and determined the congruence with the alignment and areas of misalignment of perceptions. Interview data were coded to identify patterns and emerging themes within the data. Results indicated the both the workers and leader were perfectly aligned on safeguarding the reputation of the business. However, some misalignment was identified and demonstrated by displays of avoidant behaviors and lackadaisical work. The disengaged employees felt they had limited opportunities to advance. Where misalignments arose, employees tended to look to internal motivators such as personal pride of work and internal work ethic often served to overcome the misalignments. Engagement strategies should be employed to continually assess opportunities for alignment to minimize disengagement. Promoting positive employee feelings of value to the organization though alignment can help mitigate dangerous side effects of disengagement and help reduce small business failures.