Dissertations / Theses: 'Employee Engagement with the Organization'

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Hale, Richard T. "Towards a better understanding of employee engagement| Factors that explain employee engagement." Thesis, Capella University, 2016. http://pqdtopen.proquest.com/#viewpdf?dispub=10133018.

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Although researchers have discovered many of the beneficial and positive consequences of employee engagement, little is known about the multitude of antecedent factors that lead to employee engagement. Previous research has demonstrated that an individual’s gender is a factor in engagement, and that an employee’s racioethnic similarity with a supervisor, job characteristics, and perceived organizational support, are all antecedents of engagement. The present study focused on individual personality, the perceived quality of employees’ working relationships with their supervisors, and their work roles as either managers or subordinates, to identify whether those variables contribute to employee engagement. This study’s survey, administered to 96 respondents in the work force, using hierarchical multiple regression analysis, found that the personality sub-domain of conscientiousness, based on the Big Five model of personality, and the perceived quality of relationship with one’s supervisor, based on Leader-Member Exchange (LMX) theory, were positively related to, and predicted employee engagement.

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Shuler, Cynthia Jenkins. "Telecommunication Organization Employee Development Program's Role in Employee Engagement." ScholarWorks, 2019. https://scholarworks.waldenu.edu/dissertations/7897.

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The risk of losing the most talented workers due to limited career opportunities had become an issue for telecommunication organizations. Talented workers became disengaged when there were limited opportunities for growth and development. To address this issue, human resource practitioners created employee development programs aimed at increasing employee engagement to help retain talented workers. However, data to determine the link between employee development programs, engagement, and retention were limited. The purpose of this qualitative study was to explore managers' and employees' perceptions of how a telecommunication organization's employee development program contributes to employee engagement and to explore employees' experiences resulting from the transfer of learning. Kahn's engagement model and Kirkpatrick's and Phillips's and Phillips's evaluation models provided the conceptual framework for this study. The guiding research questions focused on employees' and managers' perceptions of how the telecommunication organization's employee development program contributes to employee engagement and on employees' experiences resulting from the transfer of learning engagement concepts and activities. Using purposeful sampling, 10 employees who attended the employee development program and 5 managers shared their perceptions and experiences. The thematic analysis of the interview data uncovered 3 themes that are critical for engagement – employee-centric culture, support for career development, and management knowledge needed for real-time support. The implication of the project study was a 3-day professional development workshop for managers. Understanding how the employee development program contributes to employee engagement could offer better ways to retain talents.

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Kapcátová, Katarína. "Analysis of Employee Engagement in a Chosen Organization." Master's thesis, Vysoká škola ekonomická v Praze, 2013. http://www.nusl.cz/ntk/nusl-198689.

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The main goal of this thesis is to highlight the importance of employee engagement and deeply investigate employee engagement among selected employees in medium size organization, which operates in Liptovský Mikuláš. Besides finding out the total employee engagement, author examines the level of cognitive, physical, and emotional engagement too. Results are then compared to other studies provided by Gallup and CIPD research centers. Thesis further introduces the link between employee engagement and age, gender and occupation of workers. Additionally, it presents the importance of individual employee engagement drivers for employees. The data collection was done by using questionnaire and structured interviews. After the qualitative and quantitative analysis of the research results, author presents possible recommendations that observed organization can use in the future in order to improve the engagement level.

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Osborne, Schrita. "Employee Engagement and Organizational Profitability." ScholarWorks, 2016. https://scholarworks.waldenu.edu/dissertations/3194.

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Disengaged employees typically cost U.S. corporations $350 billion annually. The purpose of this case study was to explore strategies that some communication business leaders used to engage their employees that resulted in increased profits. The target population consisted of 4 communication business leaders located in Jackson, Mississippi who possessed at least 1 year of successful employee engagement experience. The self-determination theory served as the study's conceptual framework. Semistructured interviews were conducted and the participating company's archived documents were gathered. Patterns were identified through a rigorous process of data familiarization, data coding, and theme development and revision. Interpretations from the data were subjected to member-checking to ensure trustworthiness of the findings. Based on the methodological triangulation of the data collected, prominent themes emerged from thematically analyzing the data: rewards and recognition, empowering employees, and building a bond between leaders and employees. The implications for positive social change include the potential to improve employee engagement. Enhanced employee engagement could create social innovation and foster goodwill among employees, customers, and community members.

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Giles-Merrick, Stephanie. "Employee Engagement from the Viewpoint of Employees in Academia." ScholarWorks, 2018. https://scholarworks.waldenu.edu/dissertations/5708.

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Research does not address how staff in the United States perceive employee engagement in the university system. Leadership training and communication for managers are essential processes that help staff become highly engaged in universities. The purpose of phenomenological study was to explore the views of employees in a selected university within the state of Georgia in an attempt to address positive employee engagement in the academic environment. The engagement theory and social exchange theory were used as the conceptual frameworks to explore how employees engaged in their department working with their managers. To address this question, a purposeful sample of 15 females and 5males full time employees who had a direct line reporting relationship to a manager were selected from one university in the state of Georgia. The research questions indicated what lived experiences of Georgia School system employees feel about engagement and the factors employees identify as the influence on employee engagement. Employees responded to a questionnaire, containing 14 open ended questions, to gather rich data on their lived experiences. Open hand and axial coding extracted data to identify the emergent themes, such as: incentives, increased morale, increased confidence and reverence of management, reward based performance, and organizational productivity. These findings indicate that managers must learn to meet the needs of the employees to positively address employee engagement. This research contributes to positive social change by adding insights for managers seeking to increase productivity.

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Gibbons, Theresa. "Engagement, motivation, and performance in a multigenerational organization /." Burnaby B.C. : Simon Fraser University, 2005. http://ir.lib.sfu.ca/handle/1892/3627.

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Clifford, Melanie Kacho. "Employee Engagement: Antecedents and Consequences." NSUWorks, 2010. http://nsuworks.nova.edu/hsbe_etd/19.

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This dissertation examined the relationship between the antecedents and consequences of employee engagement in a defense acquisition organization. The objective of this study as to determine whether or not the eight satisfaction facets of the Index of Organizational Reactions (IOR) (1976) could be used as antecedents, engagement and consequences constructs in place of the antecedents, engagement and consequences constructs of the Saks (2006) model of employee engagement. This study used the following three research questions: 1) Are the antecedents of the IOR (kind of work, amount of work, physical work conditions, supervision and financial rewards) related to employee engagement constructs (company identification and co-workers)? 2) Are the antecedents of the IOR model (kind of work, amount of work, physical work conditions, supervision and financial rewards) related to consequences (career future)? 3) Are the employee engagement constructs (company identification and co-workers) related to consequences (career future)? This study utilized the Index of Organizational Reactions (1976) to sample a defense acquisition organization (N = 177) to assess the proposed empirical model. The quantitative data from the study was used to perform Pearson correlation on 17 hypotheses. All hypotheses were supported and indicated positive relationships were present among the variables representing the antecedents, engagement and consequences constructs of the empirical model. In addition, confirmatory factor analysis was utilized as was done in previous studies performed by Dunham, Smith and Blackburn (1977) and Lee (1984). After the initial component matrix was obtained, a varimax rotation with Kaiser normalization was applied and indicated that the same factors that were found in the Dunham et al. and Lee studies were found in this research, providing additional confirmation for the original validation of the IOR. Analysis of Variance (ANOVA) was also used in this research and the results indicated that gender was a significant effect on the results of this study. This study also utilized qualitative responses to the survey items to provide additional data to determine whether or not there were common themes amongst the comments and whether or not the comments were in agreement with the quantitative responses. Results indicated that further study is needed in the areas of supervision, kind of work, co-workers, physical work conditions and career future.

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Southard, Robyn Nicole. "Employee engagement and service quality." Pullman, Wash. : Washington State University, 2010. http://www.dissertations.wsu.edu/Thesis/Spring2010/R_Southard_042010.pdf.

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Thesis (Master of Public Affairs)--Washington State University, May 2010.
Title from PDF title page (viewed on July 13, 2010). "Department of Political Science." Includes bibliographical references (p. 28-31).

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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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Myers, Jacqueline. "Employee Locus of Control and Engagement in Nonprofit Organizations." ScholarWorks, 2014. https://scholarworks.waldenu.edu/dissertations/122.

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Transformational leadership and employee engagement have been studied in the private sector, yet research in the nonprofit sector is scarce. Addressing this gap is important to improve nonprofit practices, as nonprofit organizations contribute to a myriad of social issues critical to positive social change. Using Burns's theory of transformational leadership, which places emphasis on motivating and inspiring performance through a shared vision and mission, the purpose of this quantitative study was to analyze the effects of transformational leadership on employee engagement in nonprofit organizations. The study also assessed whether locus of control acted as a mediating variable on employee engagement. Locus of control may explain differences in the effect of transformational leadership on engagement in those with an internal locus of control (self-motivating-lesser effect) versus an external locus of control (motivated by external forces-greater effect). Data were obtained from emailed surveys of employees of 30 nonprofit organizations (N = 155). The surveys consisted of the Multifactor Leadership Questionnaire, the Utrecht Work Engagement Scale, and the Work Locus of Control Scale. Multiple logistic regression revealed a significant positive relationship between transformational leadership and employee engagement. No significant evidence was found to indicate that locus of control acted as a mediating variable with regard to engagement. Understanding the effect of transformational leadership on employee engagement may enable nonprofit organizations to improve their effectiveness in programs and services, thereby contributing to positive social change.

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Zobal, Cheryl. "Employee Engagement: The Impact of Spiritual, Mental, Emotional and Physical Elements on the Relationship Between Employee Engagement and Behavioral Outcomes." Thesis, University of North Texas, 2014. https://digital.library.unt.edu/ark:/67531/metadc799489/.

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Data were collected by an external company for a healthcare service firm interested in learning the job-related attitudes of their employees. Thus, archival data from 1,287 employees were collected for a different purpose. The survey consisted of 117 questions covering a broad range of constructs. Consequently, the items were used to derive effective measures of employee engagement and behavioral outcomes, as well as the emotional, mental, spiritual and physical dimensions. Exploratory and confirmatory factor analysis procedures were used to create scales reflecting these four factors. Interestingly, six scales emerged, logically linking to and further specifying the initial dimensions. These were Organizational Linkage, Manager Relationship, Job Fit, Job Clarity, Work Pressure, and Meaningful Work. To test the hypotheses, six separate regression equations were calculated, which statistically supported modification by each of the dimensions. However, statistical significance of the interactions resulted from having a large sample, given the actual association was too small to be meaningful (e.g., a contribution of 0.6% of the variance). As each of the dimensions had a main effect on the behavioral measure during hypothesis testing, exploratory regression equations were calculated to further understand the interrelationships. Of most interest was finding that in the presence of Engagement, the main effects of only Organizational Linkage and Job Fit reached significance. However, when Engagement was not included, four of the six dimensions made a significant contribution to Behavioral Outcomes. Overall, there was support for previous conceptualizations. From the scientist-practitioner perspective, the six factors identified in this study may be more useful than the four initially proposed. The distinctions give practitioners additional information to use in interventions to improve employee behavior and retention.

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Kubheka, Praise-God Ntandokayise Mandla. "Factors influencing employee engagement during change." Thesis, Nelson Mandela Metropolitan University, 2015. http://hdl.handle.net/10948/3135.

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A lot of attention over the years has been focused on understanding employees resistance to change. A few researchers have provided insights into the reasons why some employees remain positive and engaged during times of uncertainty and changes in the organosation. To help build this knowledge area the study was aimed to investigating the factors that drive employee engagement during change. One-hundred-and-twenty employees, across a cross-section of jobs at a specific bank in South Africa, were surveyed. The empirical results obtained from the survey showed that independent variables such as dialogue, organisational culture and a clear4 career plan were congruent with the expected results. In other words these vriables displayed a significant association with the de[endent variables (e.g. job involvement, organisational commitment and organisational citizenship behaviour.).

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Roberts, Jessica. "Relationships Among Employee Engagement, Communication Climate, and Employees’ Communication Channel Preferences." Wright State University / OhioLINK, 2013. http://rave.ohiolink.edu/etdc/view?acc_num=wright1366717721.

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Richards, Wayne K. Jr. "Exploring Increased Productivity Through Employee Engagement." Thesis, Walden University, 2014. http://pqdtopen.proquest.com/#viewpdf?dispub=3602356.

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Disengaged employees cost U.S. companies billions of dollars annually in lowered productivity, a cost which has been compounded by the difficult economic situations in the country. The potential for increasing productivity through increased employee engagement was examined in this study. Using personal engagement theory and the theory of planned behavior, the purpose of this phenomenological study was to explore how the experiences of salaried aerospace employees affected productivity and the financial performance of an organization. Interviews were conducted with a purposive sample of 20 aerospace employees whose responses were codified and analyzed to identify themes. The analysis indicated that (a) the lived experiences of employees influenced employee engagement, (b) employee engagement affects organizational commitment and performance, and (c) trust and respect and leadership are essential components to keep employees engaged. Eighty percent of the participants indicated that as employee engagement increases so too does organizational performance. The implications for positive social change include new insights for leaders seeking to increase productivity and financial performance, and to support employee engagement for maintaining sustainability, retaining talent, increasing profits, and improving the economy.

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Meier, John George III. "The Relation among Employee Alignment, Perceived Organizational Support, and Employee Engagement." Thesis, The George Washington University, 2021. http://pqdtopen.proquest.com/#viewpdf?dispub=28157641.

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As organizations struggle to become and remain competitive, the engagement of employees may be a critical enabler in achieving organizational goals, enhancing organizational competitiveness, and improving employee well-being. To this end, scholars have identified a continuing need for research focused on organizational factors within the purview of managers to improve the engagement of employees (Alagaraja & Shuck, 2015; Coyle-Shapiro & Shore, 2007; Eldor & Vigoda-Gadot, 2017; Oswick, 2015; Whittington et al., 2017; Whittington & Galpin, 2010). Using the employee engagement framework proposed by Shuck and Reio (2011), this research examined the relation among employee alignment, perceived organizational support, and employee engagement in an organizational context. The research site was the human resources department of a not-for-profit health care organization located in the southern region of the United States. Census sampling was used to identify the actual sample (Fritz & Morgan, 2010) of 109 full-time nonsupervisory employees whose data was used in the analysis. Three self-report survey instruments were used: (a) the Employee Engagement Scale (Shuck, Adelson, et al., 2017), (b) the Stringer Strategic Alignment Scale (Stringer, 2007), and (c) the Survey of Perceived Organizational Support (Eisenberger et al., 1986). Bivariate correlation and multiple regression analyses were used to test the research hypotheses. The results provided evidence of partial support for the researcher’s hypotheses, with four of the seven hypotheses supported. Evidence was found for a positive relation among employee alignment, perceived organizational support, and employee engagement, as well as the statistically significant contribution of employee alignment in explaining unique variance in employee engagement (i.e., 23.4%). Contrary to expectations, the results did not provide evidence that perceived organizational support had a statistically significant direct effect on employee engagement. Additionally, the results did not provide statistically significant evidence of either a moderation or mediation effect of perceived organizational support on the relation between employee alignment and employee engagement. This study provides preliminary evidence that suggests that employee alignment, and to a lesser extent perceived organizational support, are two factors within the purview of managers that can be useful in creating the requisite organizational environment in which engagement may thrive.

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Richards, Jr Wayne K. "Exploring Increased Productivity Through Employee Engagement." ScholarWorks, 2011. https://scholarworks.waldenu.edu/dissertations/1096.

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Disengaged employees cost U.S. companies billions of dollars annually in lowered productivity, a cost which has been compounded by the difficult economic situations in the country. The potential for increasing productivity through increased employee engagement was examined in this study. Using personal engagement theory and the theory of planned behavior, the purpose of this phenomenological study was to explore how the experiences of salaried aerospace employees affected productivity and the financial performance of an organization. Interviews were conducted with a purposive sample of 20 aerospace employees whose responses were codified and analyzed to identify themes. The analysis indicated that (a) the lived experiences of employees influenced employee engagement, (b) employee engagement affects organizational commitment and performance, and (c) trust and respect and leadership are essential components to keep employees engaged. Eighty percent of the participants indicated that as employee engagement increases so too does organizational performance. The implications for positive social change include new insights for leaders seeking to increase productivity and financial performance, and to support employee engagement for maintaining sustainability, retaining talent, increasing profits, and improving the economy.

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Jones, Rebecca. "The Relationship of Employee Engagement and Employee Job Satisfaction to Organizational Commitment." ScholarWorks, 2018. https://scholarworks.waldenu.edu/dissertations/4860.

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Business leaders in the accounting/auditing profession have limited knowledge of how employee engagement, employee job satisfaction, and organizational commitment relate to each other. The role of engaged, satisfied, and committed employees is important as globalization allows for unprecedented talent mobility. The purpose of this quantitative correlational study was to examine the relationship between employee engagement, employee job satisfaction, and organizational commitment. The theoretical framework incorporated Emerson's social exchange theory and Bakker and Demerouti's job demands-resource theory. The sample included 82 out of 295 members of the Northeast Chapter of the New York State Society of CPAs who work in Albany County, New York. The sample was recruited through a nonrandom purposive sampling method. There is significant association measured between employee engagement and employee job satisfaction (r = .717, p < .001). Additionally, there is a significant association between employee engagement and organizational commitment (r = .702, p < .001). Based on the analysis, there is a significant association between employee job satisfaction and organizational commitment (r = .853, p < .001). The regression model showed that employee engagement and employee job satisfaction, when taken together, were significant predictors of organizational commitment (F(2, 79) = 115.112, p < .0005, R2 = .745). The implications for positive social change include strategies geared towards increasing engagement and job satisfaction, which in turn influences organizational commitment, resulting in a highly productive workforce and increased profitability.

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Laake, Steven P. Laake. "Employee Engagement: Measuring Factors to Improve Organizational Outcomes." The Ohio State University, 2016. http://rave.ohiolink.edu/etdc/view?acc_num=osu1469024933.

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Lee, JungHoon. "Antecedents and consequences of employee engagement: empirical study of hotel employees and managers." Diss., Kansas State University, 2012. http://hdl.handle.net/2097/13653.

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Doctor of Philosophy
Department of Hospitality Management and Dietetics
Chihyung Ok
Employee engagement has received a great deal of attention in the last decade in the popular business press and among consulting firms and the practitioner community. They claim employee engagement is a new human resource practice that business organizations can use in order to cope with the uncertainty of turbulent industry conditions. However, in the academic community, the concept remains new, and therefore, the concept requires rigorous seminal studies to validate it. Given that practical interest in work engagement has outstripped the currently available research evidence, fundamental questions, like how it can be increased and how and why it benefits individuals and organizations, still require answers. Therefore, this study empirically tested relationships among antecedents and consequences of employee engagement in the hotel setting. In particular, this study provided theory-based empirical evidence regarding whether employee evaluations of self (i.e., core self-evaluations) and perceptions of organizational environment (i.e., psychological climate) affect employee engagement. This study also investigated how employee engagement directly and indirectly leads to intrinsic rewards, job satisfaction, personal attachment to an organization (i.e., organizational commitment), and the leader-member exchange relationship (LMX). In accordance with the purpose and objectives of the study, 11 hypotheses were proposed based on several theories: Kahn's three psychological conditions theory, job demands-resources model, social exchange theory, and conservation of resources theory. To test the hypotheses, data were collected from 394 hotel employees and managers in the United States. The proposed relationships were examined using hierarchical multiple regression and structural equation modeling. Results of hypothesis testing showed that core self-evaluations and three components of psychological climate (managerial support for service, interdepartmental service, and team communication) positively influence employee engagement. The results also revealed that employee engagement is positively associated with all the outcome variables. This study further demonstrated that LMX mediates the relationships of employee engagement with job satisfaction and organizational commitment; job satisfaction mediates the relationships between employee engagement and organizational commitment and between LMX and organizational commitment. Given that employee engagement is an important current issue for hospitality companies, the findings should provide the hotel industry with a more complete picture of how employee engagement is associated with its antecedents and outcomes. A discussion of managerial implications is included along with theoretical implications of the findings, an evaluation of research limitations, and directions for future research.

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Fountain, Lee Thornton. "Mentoring Elements that Influence Employee Engagement." ScholarWorks, 2018. https://scholarworks.waldenu.edu/dissertations/5860.

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Employee disengagement is a significant issue for leaders and managers in many organizations. The general problem is the workforce in many American organizations includes disengaged employees. In 2016, only 33% of the workforce in the United States was engaged. The purpose of this quantitative study was to examine the relationship between the independent variables of mentoring, which include role modeling, acceptance and confirmation, and mentoring friendship functions with a dependent variable of employee engagement. The moderating variable of perceived organizational support was measured to test the strength or weakness of the effects that mentoring has on employee engagement. The theoretical foundation for this study was social exchange theory. The researcher recruited a convenience sample of 307 technicians and technologists representing 7 industries. The participants completed surveys and questionnaires to provide their views of mentoring, perceived organizational support, and work engagement. Data were analyzed using descriptive and inferential analysis, including Pearson's correlations, linear, and stepwise regression analysis. The results of the inferential analyses indicated that each part of the mentoring variables (career support, psychosocial support, and role modeling) had an independent impact on work engagement. The interaction between psychosocial support and organizational support was also significant after accounting for the effects of mentoring and organizational support. The findings indicate that managers can achieve positive social change and improve employee well-bring within their organizations by being dutifully involved in their employees' work lives. Managers should also be available to apply resources such as mentoring for technicians and technologist when needed.

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Křetínská, Tereza. "Leadership Communication Role within International Business Organization." Master's thesis, Vysoká škola ekonomická v Praze, 2014. http://www.nusl.cz/ntk/nusl-193179.

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The thesis focuses on the role of leadership communication within a multinational business organization. It aims to confirm the critical importance of communication provided by leaders to their team members. The literature review will focus on the existing communication flows within organizations and the current research results and insights in the field of leadership communication, which is a new, emerging domain of study. Thanks to recent quantitative research (Men, 2014b), it has been already confirmed that leadership communication has a direct effect on employee-organization relationships and overall internal communication. However, qualitative research has been suggested for validation of how the discovered model works in concrete environments (Men, 2014b). Thus, the research section will reveal the findings of in-depth semi-structured interview analysis within a global internal IT services provider which is part of a Group enterprise operating in the logistics industry world-wide. The thesis will culminate in defining logical reasoning for adding communication skills to the company's core competencies for organizational managers and leaders.

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Gholz, Eric L. "Exploring Strategies Leaders Use to Engage Employees." ScholarWorks, 2018. https://scholarworks.waldenu.edu/dissertations/6205.

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The purpose of this qualitative, single case study was to explore strategies that leaders used to engage employees. The conceptual framework for this study was Saks's multidimensional approach to employee engagement. Semistructured interviews were conducted with 5 leaders from an office design company in the midwestern region of the United States who had a minimum of 2 years of experience of engaging employees. Company archival documents related to employee engagement were also collected. Data analysis consisted of compiling the data, coding for emergent and a priori codes, disassembling the data into common codes, reassembling the data into themes, interpreting the meaning, and reporting the themes. Seven themes emerged from data analysis: (a) communication, (b) employee involvement, (c) employee development, (d) top-down approach with manager buy in, (e) flexibility with time, (f) tailored strategies for different demographics, and (g) engagement with the workspace/environment. The implications of this study for positive change are that organizational leaders can incorporate these strategies to engage employees to achieve a competitive edge over competition. Engaged employees could benefit local communities and could have the flexibility to participate in community activities and foster positive social change.

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Mahon, Edward G. "Drivers of Employee Engagement and Teamwork Performance." Case Western Reserve University Doctor of Management / OhioLINK, 2010. http://rave.ohiolink.edu/etdc/view?acc_num=casedm1568731826883024.

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Lenz, Dana Shapiro. "Understanding the Relationship between Compassion and Employee Engagement." Thesis, Pepperdine University, 2017. http://pqdtopen.proquest.com/#viewpdf?dispub=10262223.

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Both compassion and employee engagement are determined to have positive impacts in a healthcare setting. Previous research indicates that patients who receive compassionate care from healthcare providers may recover more quickly from illnesses and better manage long-term health issues. Additionally, high employee engagement has been shown to have a positive relationship with quality of patient care, patient safety, and patient-centered care. Due to the far-reaching impact of both variables, an association between compassion and employee engagement would enable healthcare providers to leverage the relationship for improved patient outcomes.

This study explored the relationship between compassion and employee engagement. Qualitative data was collected from 118 nurses through the International Nurses Society on Addictions. All participants completed a 9-item Utrecht Work Engagement Scale (UWES). Participants were then distributed by engagement category and volunteers were contacted to complete a semi-structured interview to discuss their experiences with compassion in the workplace. This qualitative data was obtained from nine interviewees.

A review of the research data and previous academic research led to four findings. First, previous academic research findings were confirmed. Second, the participant’s connection to compassion in their work indicated the importance of this emotionally charged topic. Third, a trend between the average frequency of daily acts of compassion and engagement level indicated a potential relationship or confounding variable. Fourth, the research data indicated an inconclusive relationship between compassion and employee engagement.

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Waldron, Kimberly D. "The Influence of Leadership Emotional Intelligence on Employee Engagement." Thesis, Pepperdine University, 2017. http://pqdtopen.proquest.com/#viewpdf?dispub=10608743.

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This study examined the possible relationship between leader emotional intelligence (EI) and employee engagement within a small digital media company. The study identified the level of employee engagement within the organization and the level of emotional intelligence of its leaders using Q12 engagement and Schutte self-report emotional intelligence (SSEIT) surveys respectively. These two constructs were then related to each other using the survey data as well as a focus group of company employees. The findings revealed that while there is no direct correlation within the data obtained form the surveys, employees do understand the effect of leader emotional intelligence in the workplace and do think that it is important for their leaders to have high emotional intelligence. Findings suggested the organization should focus on the development of their leaders. Communication and recognition of employees from leadership were indicated as areas to further improve engagement. Further leadership development could help with these areas and positively impact. Future research could obtain more data using a larger sample group and different surveys to further determine the influence of leaders emotional intelligence on employee engagement.

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Jones, Gaston Treneisha. "Employee Engagement Experiences of Millennials in the Federal Government." Thesis, The George Washington University, 2018. http://pqdtopen.proquest.com/#viewpdf?dispub=10785528.

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Presently referred to as the “silver tsunami”, Baby Boomers are retiring from the federal government in mass volumes threatening the leadership structure and institutional knowledge of the federal workforce. Yet, Millennial workers are entering the workforce in large numbers with over 82 million members. Because of this drastic shift, organizations have spent large sums of money to recruit Millennials but are struggling to retain and engage them in the federal workplace. A basic qualitative study was used to study the employee engagement experiences of Millennial federal government employees. Semi-structured interviews were conducted with thirteen Millennial federal government employees to gain an understanding of their work engagement experiences within the federal workplace. Findings from this study emphasized Millennial federal government employees’ need to feel valued; have opportunities for professional and personal growth; have meaningful work; and have valuable relationships with managers. These findings were informed by the theoretical frameworks of social exchange theory and perceived organizational support. It is the researcher’s intent that these findings will stimulate future research and practice and build further knowledge on understanding the work engagement experiences of Millennial federal government employees, as a means to employ them in the workforce and address the “silver tsunami” of retirement within the federal workplace.

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Oosthuysen, Coenraad Willem. "Work management business process against employee engagement." Thesis, Stellenbosch : University of Stellenbosch, 2008. http://hdl.handle.net/10019.1/810.

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Thesis (MBA (Business Management))--University of Stellenbosch, 2008.
AFRIKAANSE OPSOMMING:‘n Kwalitatiewe evaluasie van die faktore wat werknemer verbintenis in die uitvoering van ‘n werksbestuur besigheidsproses beinvloed, word aangebied. Die nodigheid van werknemer verbintenis en besigheidsprosesse in organisasies word beskryf. ‘n Vergelyk tussen die beginsels van werknemer verbintenis en die werksbestuur proses word gedoen. Deur middel van statistiese evaluasie tegnieke (frekwensie evaluasie) dra hierdie navorsing by tot die bestaande kennis in hierdie domein deur die identifisering van faktore wat bydra tot die onttrekking van werknemers van die werksbestuur proses en gevolglik die organisasie verlaat. Resultate bevestig dat die werksbestuur proses die verbintenis van werknemers tot die werksbestuur proses fasiliteer, veral vir werknemers wat onlangs die arbeidsmark betree. Persoonlike groei en loopbaan ontwikkeling word egter nie ten volle ondersteun in die uitvoering van die werksbestuur proses nie. Aanbevelings word gemaak ter ondersteuning van die implementering van ‘n volhoubare werksbestuur proses.
ENGLISH ABSTRACT: Presents a qualitative evaluation of the factors that influence employee engagement from the perspective of implementing and sustaining a work management business process. Describes the intent of employee engagement and business processes in organizations. Compare the principles of employee engagement and the work management business process. By applying statistical evaluation methods (frequency analyses) this research adds to the existing body of knowledge in this field by identifying factors that lead to disengagement of employees in the execution of work management business processes and subsequent loss of skills. Analysis indicates that the business process facilitates engagement of employees in work management at the start of their careers, however career development and personal growth for experienced employees are lacking in the execution of work management. Concludes with recommendation for sustaining employee engagement in work management.

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Perkins, Milton Jones. "Organizational Leadership Activities That Positively Influence Virtual Employee Engagement." ScholarWorks, 2018. https://scholarworks.waldenu.edu/dissertations/5030.

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Considering the growing virtual workforce, it is important for people-managers to understand whether traditional management techniques produce increased engagement and greater productivity with a virtual population. Guided by James Heskett, W. Earl Sasser Jr., and Leonard Schlesinger's conceptual Service Profit Chain framework, this study focused on addressing the gap in contemporary literature related to management techniques that influence virtual employee engagement. Much of the current research provides a foundation for managing and engaging traditional office-based employees. To better understand which experientially-based management techniques influenced traditional employee engagement for a group of virtual employees, a qualitative descriptive phenomenological methodology was used to collect and analyze data to identify differences between traditional and virtual employee management techniques. Semi structured interviews with a criterion-based sample group of 13 study participants were conducted. Input from participants were analyzed using a thematic inductive approach to understand and categorize the experiential interactions between managers and their virtual employees, discover how those experiences were defined and whether those categorized experiences influenced engagement. The results of this study illustrated how increased communication, autonomy, development, clarity, and succinct goals can be employed as effective people-management strategies for this increasingly more diverse and growing population. The social implication of this research produced insight about how these experiences created a more engaged, better work/life-balanced, happier, and mentally healthier virtual workforce.

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Rwodzi, Bright. "Drivers of employee engagement in a lean manufacturing environment during a period of change." Thesis, Nelson Mandela Metropolitan University, 2017. http://hdl.handle.net/10948/20559.

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Purpose - The purpose of the study was to determine the drivers of employee engagement in a lean manufacturing environment during a period of change. It also highlighted the importance of employee engagement with regards to the improvement of organisational performance especially in a lean manufacturing environment during the change. Design/methodology/approach – The most frequently mentioned drivers of employee engagement in relation to change and a lean environment were identified through a literature study. The potential drivers that emerged were vision, leadership, communication, immediate supervisory behaviour, team collaboration and training/career development. An empirical study was then carried out to study the impact of these factors on affective commitment, volunteerism and sportsmanship, the latter two are components of organisational citizenship behaviour. A survey with a questionnaire was conducted amongst 86 employees in a lean manufacturing organisation, which was undergoing change. The data analyses included descriptive statistics, correlations and multiple regression analysis. Findings – It was observed that all the six identified drivers of employee engagement namely: Vision, Leadership, Communication, Immediate Supervisor Behaviour, Team Collaboration and Training and Career Development explained 61.2 per cent of the variance in the employee engagement. However, the variables that had the biggest impact on employee engagement were the articulation of the organisational change Vision, Team Collaboration and Immediate Supervisor Behaviour. Practical implications – The results of the study emphasise that special focus and effort must be placed on factors affecting Vision, Team Collaboration and Immediate Supervisor Behaviour as they have shown significantly higher influence on employee engagement in a lean manufacturing environment during a period of change.

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Crawford, Madeline G. "Employee Engagement: Restoring Viability to a Corporate Cliché." Scholarship @ Claremont, 2015. http://scholarship.claremont.edu/cmc_theses/1039.

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Employee engagement has taken over the corporate world. Whether it is the media, consulting firms, business leaders or human resources, everyone is talking about it. Despite the buzz in the corporate world and millions of dollars pumped into the industry, employee engagement has remained relatively unchanged and our comprehension of it is hazy. Examining the concept of employee engagement from conceptualization to present day helps provide a solid understanding of its foundation and where major evolutionary failings occurred. Prompted by Gallup’s takeover of the concept – from packaging, selling, measuring and intervening – the essence of employee engagement has been lost in overdrive and is now focused on statistics rather than people. The purpose of this paper is to identify the major flaws in the current state of employee engagement using its past as a basis of restoring viability to the concept.

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Özyapar, Ahmet H., and Kamil Zahid. "Leadership and Employee Engagement in organizations: an analysis on correlation." Thesis, Blekinge Tekniska Högskola, Institutionen för industriell ekonomi, 2017. http://urn.kb.se/resolve?urn=urn:nbn:se:bth-15369.

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The Purpose: Leadership plays an important role in organizations towards driving the growth and success. And employee engagement is considered a key factor for organizational efficiency, success and achievement. Existing literature defines drivers of the employee engagement from different angels and commonly relates a portion to leadership skills, especially of the immediate managers. Our purpose is to strengthen the literature that relates leadership to organizational success by leadership positively effecting employee engagement. Our case is to investigate the nature and the magnitude of the correlation between Leadership and Employee Engagement, witness the existence or non-existence in our example organization. Our research hypothesis is - “Effective Leadership in organisations leads to an increased level of Employee Engagement”. The literature and the method: First, the related literature is reviewed. We focused specifically on the literature investigating the relation of our two variables i.e. Leadership and Employee Engagement. Next, for our research, we analysed the existing data from the survey reports of AB Volvo Penta for which we have been granted access. The company is long established, multinational and have its corporate culture with focus on both leadership competences and employee satisfaction. Key findings: Congruent with the reviewed literature, the 2015 survey results of AB Volvo Penta shows that the two variables are correlated. The two indexes, namely Leadership Effectiveness Index (LEI) and Employee Engagement Index (EEI), are showing close relation within 146 departments measured. The survey results provide an interesting commonality, about the importance employees give on the behaviour of their immediate leaders which is eventually impacting their engagement at work. The commonality also leads to the fact that focusing on increasing leaders skills would increase employee's engagement. Originality/value: The relationship between Leadership and Employee Engagement is explored theoretically and tested empirically in an isolated organizational structure.

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Suprise, Malinda. "SOCIAL EXCHANGE IN MENTORING, PERCEIVED ORGANIZATIONAL SUPPORT, AND EMPLOYEE ENGAGEMENT." OpenSIUC, 2018. https://opensiuc.lib.siu.edu/theses/2406.

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The purpose of this applied study was to examine the role of mentoring relationships in shaping employees’ views of how supportive the organization is of the employee and how engaged the employee is in their job duties. The extent to which employees perceive the organization as supportive was also examined as a mediator between mentoring functions and employee engagement. Employee engagement encompasses how much employees are absorbed with, excited by, and dedicated to their work. Previous research suggests that leaders and other high-status employees can increase employees’ perceptions of organizational support (Eisenberger, Huntington, Hutchinson, & Sowa, 1986; Kurtessessi et al., 2017; Orpen, 1997; Park, Newman, Zhang, Wu, & Hook, 2016; Rhoades & Eisenberger, 2002). Likewise, perceived organizational support (POS) has been shown to increase employee engagement (Biswas & Bhatnagar, 2013; Gupta, Argarwal, & Khatri, 2016; Saks, 2006). However, there is little research that considers mentoring as a mechanism to increase both POS and employee engagement. Surveys including instruments measuring perceptions of mentoring functions (i.e., Academic Mentoring Behavior Scale), POS (i.e, the Scale of Perceived Organizational Support), and employee engagement (i.e., Utretch Work Engagement Scale-9) were completed by 2,326 participants across nine universities in the state of Illinois. Hierarchical regression analyses were used to assess the differences in POS and employee engagement between mentored and non-mentored individuals and to assess the impact of gender and racial/ ethnic background on perceptions of mentoring functions. Lastly, a mediation analysis with POS mediating the relationship between employee engagement and mentoring was conducted. Results showed that mentored individuals had significantly higher levels of POS and employee engagement than non-mentored individuals regardless of their job positions. However, neither gender nor racial/ethnic background significantly predicted participants’ perceptions of mentoring functions. Finally, POS partially mediated the relationship between employee engagement and mentoring. These results suggest that mentoring can increase employees' perceptions of being appreciated, noticed, and cared for by employers and this could partially explain why employees may be more inspired by, enthusiastic about, and proud of their work when involved in mentoring relationships.

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Briggs, Ian. "The Influence of Attachment Styles on Employee Engagement." ScholarWorks, 2017. https://scholarworks.waldenu.edu/dissertations/4271.

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The purpose of this phenomenological study was to explore the influence of adult attachment styles on the engagement of employees in an attempt to address increasing losses in U.S. work productivity. Researchers have documented that organizations able to maintain better manager-employee relationships demonstrated positive employee engagement and improved productivity. However, a distinct gap in the literature remains as to how organizational leaders can stimulate healthier manager-employee relationships. Adult attachment theory was used as the foundation to explore how employees' relationships with their immediate manager affect their work engagement. To address this question, a purposeful sample of 16 full time mid level employees who had a direct line reporting relationship to an immediate manager were selected from various industries across the United States. The Experiences of Close Relationship Relationship Structures questionnaire was used to assess the employee's attachment style prior to in-depth interviews being performed to gather rich data on their lived experiences. Interview data was analyzed using the modified 7-step Van Kaam method of phenomenological analysis. Two themes emerged: employees have a need for purpose and value, and employees require varying levels of dependency. These findings indicate that managers must cater to the attachment needs of the employee to positively address productivity losses. Implications for positive social change pertain to both the financial benefits derived from an increase in industry productivity and profitability levels due to improvements in employee engagement, as well as the recovery of employees' commitment to the workplace through the provision of a healthy work environment.

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Jang, Jichul. "A Multi-Level Examination of Factors Predicting Employee Engagement andits Impact on Customer Outcomes in the Restaurant Industry." The Ohio State University, 2013. http://rave.ohiolink.edu/etdc/view?acc_num=osu1373985282.

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Barhite, Brittany Lynn Barhite. "The Effects of Virtual Leadership Communication on Employee Engagement." Bowling Green State University / OhioLINK, 2017. http://rave.ohiolink.edu/etdc/view?acc_num=bgsu1496918415648354.

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Mitchell, Michele Louise. "Emotional Labor and Employee Engagement Within a Pediatric Hospital." ScholarWorks, 2015. https://scholarworks.waldenu.edu/dissertations/1364.

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High levels of emotional work, staffing shortages, high turnover rates, low workforce engagement levels, and complex healthcare reforms are common problems in healthcare settings. Healthcare leaders are increasingly aware of the vital impact an engaged workforce can have on patient outcomes and an organization's ability to survive despite current challenges in the healthcare setting. It is important for leaders to understand what factors may influence the ability to engage with their organization, such as emotional labor. The purpose of this correlational quantitative study was to test whether emotional labor is related to employee engagement within a large Midwestern pediatric hospital. The theoretical frameworks that helped guide the development of this study were Herzberg's motivation-hygiene theory, Kahn's engagement theory, intergroup emotions theory, and Diefendorff and Richard's model of emotional display rules. Three measures (a demographic questionnaire, the revised Emotional Labour Survey, and the Job Engagement Scale) were used to address the relationship between the variables (the subscales of emotional labor and employee engagement). Data analysis involved simple bivariate correlations and curvilinear regressions. Results indicated that the subscales of faking emotions and hiding feelings negatively correlated with employee engagement. Five of the 6 subscales also had a significant curvilinear relationship with employee engagement. Gender did not play a moderating role in this study. Social change implications and recommendations include the potential for improvements in the need to identify and develop training and self-care strategies necessary for staff to endure the emotional fallout associated with the high emotional demands of their job.

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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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Simon, Bridgette Virginia. "The relationship between values-based leadership and employee engagement." Thesis, Nelson Mandela Metropolitan University, 2017. http://hdl.handle.net/10948/20220.

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Sustaining competitiveness requires organisations to continuously reinvent themselves, consider both external influences as well as internal risk that may affect the company as a market leader. Organisations that have acknowledged that a relationship between engaged employees and business success exists, would seek ways to foster and facilitate the engagement of their workers through their leadership. The primary objective of the study was to determine whether a relationship exists between values-based leadership and employee engagement. The aim was to contribute to the quality of leadership values, behaviour and influence at Coca-Cola Beverages South Arica by gaining a deeper understanding of leadership and employee engagement. The theoretical study explored the definitions, key concepts, benefits and outcomes of both values based leadership and employee engagement. It provided a detailed literature review of the role of leadership in creating a values based organisation, what values-based leadership encompasses and its relationship with employee engagement. The theoretical overview highlighted that leadership is an influential factor in employee engagement and the extent to which employees feel valued and connected to the organisation’s goals. The theoretical overview further confirmed that leadership values, behaviour and influence are interrelated and exert an influence on employee engagement, thereby strengthening the fact that there is a relationship between values-based leadership and employee engagement. A structured web-based survey, with a questionnaire, was used to corroborate the theoretical findings and to assess employees’ perceptions of the prevalence of values–based leadership and employee engagement. A sample of 269 respondents was selected to participate in the empirical study and 167 responded to the survey, which yielded a 62% per cent response rate. The key findings of the study indicate that strong correlations exist between leadership values, behaviours and influence and that these concepts were interrelated. Furthermore, the study confirmed that values–based leadership was an important factor in employee engagement and specifically in terms of the physical, emotional and social components of engagement and less so in terms of the cognitive component. Values-based leadership and engagement were identified as critical factors in ensuring that organisations are well equipped to deal with the current volatile economic environment and to consider ways to maintain and accelerate their profitability and competitiveness in order to remain a sustainable business. It is strong values that underpin the performance of highly successful and sustainable organisations; coupled with effective leadership as a key driving force.

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Guarin, Rafael Eustacio. "Relationship Between Perceived Contribution, Professional Respect, and Employee Engagement." ScholarWorks, 2019. https://scholarworks.waldenu.edu/dissertations/7007.

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Disengaged employees are a threat to a company's survival in a highly competitive world. Despite employee engagement benefits, the mediation of interactions between leaders and followers and the specific drivers of engagement remain poorly understood. This correlational study was grounded on leader member exchange (LMX) theory and examined the relationship between 2 dimensions of LMX (perceived contribution and professional respect) and employee engagement. In this study, 68 manufacturing employees from the southern region of the United States responded to 2 surveys to measure the LMX dimensions and the level of employee engagement. Using multiple regression analysis, the existence of a positive correlation, p < .001 and R2= .277, was demonstrated, which explained 28% of the variation in engagement. This research may serve as a roadmap for studying additional variables and providing workable tools for developing strategies to improve engagement in the workplace. The results of this study might contribute to positive social change by helping managers develop strategies to engage employees and reduce turnover, by improving the sense of stability for employees and their families, and by helping companies become more competitive and generate new jobs.

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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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Lang, Michelle R. "Strategies to Foster Employee Engagement Before, During, and After Organizational Mergers." ScholarWorks, 2019. https://scholarworks.waldenu.edu/dissertations/7690.

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Engaged employees contribute to the efficiency and effectiveness of an organization’s service to their community. Many organizational leaders struggle to engage their employees before, during, and after organizational mergers. The purpose of this multiple case study was to explore strategies 9 leaders from 3 merged higher education organizations in the state of Georgia used to encourage employee engagement when their organizations were merging. The conceptual framework for this study was a combination of the transformational leadership theory, the self-efficacy theory, and the acquisition integration approach. After collecting data through semistructured interviews, organizational documentation, and member checking, data analysis through thematic review and triangulation revealed 4 key themes. The major themes for engaging employees during mergers were: strategies establishing a communication plan; strategies creating a cohesive culture, identity, or team; strategies mitigating barriers to employee engagement; and strategies assessing successful implementation for ongoing modification and adjustment of engagement strategies. The implications of this study for social change are that engaged employees might increase the institution’s productivity in educating students to be more successful in the workforce after graduating, and therefore, have a greater capacity to provide for their families and strengthen their communities.

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Maryland, Mickey Dean. "The Impact of Baldrige on Employee Engagement within Army National Guard Organizations." NSUWorks, 2012. http://nsuworks.nova.edu/hsbe_etd/71.

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The objective of this research was to determine whether there is a relationship between the level of maturity of an organization's business processes as measured by the Malcolm Baldrige National Quality Award's Criteria for Performance Excellence (BCPE) and the level of employee engagement. Two organizations were selected for the study based on their overall level of maturity measured by the BCPE scoring guide representing firms with high and low levels of maturity. The first hypothesis tested indicates a negative statistically significant relationship between the level of maturity of an organization and the level of employee engagement. Next, the level of employee engagement between males and females was significantly different as the level for men was higher than the level for women participating in the study. Finally, no support was found for the third hypothesis exploring differences in the levels of employee engagement between military and civilian employees. This study was limited to predominantly full-time personnel assigned to two of twenty-eight state Army National Guard (ARNG) organizations that participated in the ARNG Army Communities of Excellence (ACOE) award process during the award years of 2009-2010. The absence of support for the BCPE's effect on the level of employee engagement within organizations could be an indicator of other factors affecting employee engagement that are needed to be researched further before any conclusions can be reached.

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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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Arroyo, Yamarie. "A Descriptive and Correlational Study Between Employees' Level of Workplace Engagement and Generational Consideration." Thesis, University of Phoenix, 2014. http://pqdtopen.proquest.com/#viewpdf?dispub=3583318.

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The purpose of the present quantitative descriptive, correlational study was to determine whether and to what degree a relationship existed between generational shifting at the workplace and the level of work engagement. Generations included in the study were Baby Boomers, Generation X, and Generation Y. The study also served to determine the relationship, between the employee motivations towards work and generational cohort, and the relationship between motivation sources and employee engagement. The study findings revealed that work engagement levels did not relate to generational cohorts. Similarly, the most prevalent motivation sources did not differ among the three generations. In terms of the relationship between motivation sources and employee engagement, the study added to the body of knowledge about employee engagement and work motivation. Positive correlations were found between work engagement and the following motivation sources: intrinsic process, internal self-concept, external self-concept, and goal internalization. These findings imply that individuals are motivated by the work itself, not necessarily by the rewards expected for the job. Individuals prefer jobs that allow them to have fun and provide a sense of achievement. Individuals will be motivated by tasks that help them to maintain or increase their reputation, and jobs that match their internal values. By focusing on addressing workforce motivation sources, employers will probably increase work engagement. Future research could expand on the suggestions and findings of the present study.

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White, Robert. "Employee Engagement Processes and Productivity among Las Vegas Five-Star Hospitality Organizations." ScholarWorks, 2017. https://scholarworks.waldenu.edu/dissertations/3478.

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Employee disengagement creates an unhealthy working environment. Disengagement rates among Las Vegas hospitality industry organizations led to dissatisfaction among employees and resulted in low productivity and profitability. This qualitative descriptive study involved exploring employee engagement strategies that hospitality industry supervisors and managers used to implement programs, thereby solving the employee engagement problems of their organizations. The conceptual framework for the study was leader-member exchange theory. Twenty participants with 5 or more years of Las Vegas hospitality experience who had already successfully implemented engagement programs answered open-ended questions in semistructured interviews. Company documents constituted an additional data source. Analyzing the data involved triangulation using multiple data sources in identifying themes such as interaction effects of employee engagement programs on employees, mutual respect between leaders and subordinates, and organizational benefits. Better engagement could lead to positive social change through increased job satisfaction and improved customer service, thereby engendering increased social interactions among members of the local community. The former could reduce stress and contribute to the quality of life of community members including the families of the workers.- The latter could lead to greater profits for the employers, thus potentially increasing the tax base in the community.

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Ditiro, Salalenna. "The relationship between employment value proposition, work engagement and retention among employees of a selected bank in Botswana." Thesis, Nelson Mandela Metropolitan University, 2017. http://hdl.handle.net/10948/14994.

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The management concept of Employee Value Proposition (EVP), which details the value and benefits employees derive from being members of the organisation, has been widely touted in literature as a determinant of work engagement and retention. The growing body of Positive Organisational Behaviour (POB) acknowledges the importance of these concepts, particularly in the service industry where engagement and retention are critical for good customer relationships. The research followed a quantitative and non-experimental approach by using primary data as the unit of analysis. Using a self-report electronic questionnaire, relationships between EVP, WE and Turnover Intentions were determined from a sample of (N=259) consisting of supervisor to management level employees in commercial banks across Botswana. The adopted composite questionnaire has been validated for the South African sample and proved to have high reliability. The individual instruments have been used in different industries as well as professions and showed no inherent bias. The results showed some important relationships between EVP, WE and Turnover Intentions. Specifically, EVP fulfilment revealed a substantive positive relationship with Work Engagement whereas another substantial relationship exists between engagement and Turnover Intention. While a definitive but small relationship exists between EVP and Turnover Intention, it was recommended that the organisation that participated can buffer turnover intention through leveraging engagement levels, especially the dedication dimension of engagement as it has found to be the prerequisite for vigor and absorption dimensions of engagement.

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Paz, Jonathan. "Effective Strategies to Increase Employee Commitment and Reduce Employee Turnover." ScholarWorks, 2019. https://scholarworks.waldenu.edu/dissertations/7323.

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Organizational leaders know that employee turnover negatively impacts an organization's finances and can be a result of a lack of employee commitment. Guided by Yukl's flexible leadership theory, this single case study was used to explore strategies that senior leaders have used to increase employee commitment and reduce employee turnover. Vice presidents and directors from a U.S. Fortune 500 financial firm in New Jersey participated in semistructured interviews. The 5 participants have implemented effective strategies to increase employee commitment and reduce employee turnover. Data collection comprised face-to-face interviews, review of company documentation, external website content, and member checking to explore effective strategies to increase employee commitment and reduce employee turnover. Data analysis involved organizing information and data and coding it appropriately corresponding to a 5-step data analysis process. Using thematic coding, data were organized into topics based on the conceptual framework of flexible leadership theory. Three primary themes emerged from data analysis: effective and truthful communication, effective leadership and feedback, and improving organizational atmosphere and work environment. Leaders can implement effective employee commitment strategies for increased trust and motivation to enhance productivity and performance in an organization and stimulate the economy. The implications of this study for positive social change include the potential to increase job satisfaction and reduce the unemployment rate.

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Mihai, Eliza-Gabriela, and Jean-Paul Bakkenist. "The impact of external CSR practices on employees : Exploring the organizational activities that influence employee engagement within CSR." Thesis, Högskolan i Jönköping, Internationella Handelshögskolan, 2018. http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-39718.

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Fundamentally the aim of corporate social responsibility (CSR) is to initiate social and/or environmental change. Because of the increased awareness of stakeholders and other public actors, it has become of any company’s interest to uphold their public image. The question remains whether companies undertake CSR activities for intrinsic moral reasons or to only uphold their reputation. Most research regarding CSR focuses on the influence of external factors (such as major stakeholders) and how different goals and opinions between these major actors reciprocate. One stakeholder within the sphere of CSR which has often been overlooked but has gained increased attention is the employee. So far, little attention has been paid to the people at work, like the human experience of the worker, thus questions remain regarding the influence of CSR activities on the identification, commitment, and satisfaction of 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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Alexander, James Fitzgerald. "Mitigating the Effects of Withdrawal Behavior on Organizations." ScholarWorks, 2016. https://scholarworks.waldenu.edu/dissertations/2392.

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Withdrawal behaviors such as absenteeism, tardiness, turnover intention, and employee disengagement adversely affect organizations, costing billions of dollars annually. However, there is limited research on the best practices for minimizing the effects of employee withdrawal. The purpose of this qualitative case study was to explore best practices leaders need to mitigate the effects of withdrawal behaviors on organizations. The social learning theory (SLT) served as the conceptual framework for this study. Ten participants were interviewed, including 4 healthcare leaders and 6 health service workers from a correctional facility nursing department in the Southeastern United States. Scholars have indicated that correctional healthcare personnel exhibit high levels of employee withdrawal including absenteeism and turnover. Data from semistructured interviews were analyzed and compared with training and disciplinary policy statements for methodological triangulation. Several themes emerged including a need for leadership engagement, staff accountability, and an organizational culture that discourages withdrawal behaviors. The findings may contribute to the body of knowledge regarding best practices that leaders can utilize to diminish adverse effects withdrawal behaviors have on organizations. Information derived from this study might contribute to social change by decreasing the expense of employee withdrawal behaviors on citizens and reallocate taxpayer resources to appropriations necessary for public inpatient mental health treatment facilities.

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Dissertations / Theses on the topic 'Employee Engagement with the Organization'

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