Date of Conferral

2016

Degree

Doctor of Business Administration (D.B.A.)

School

Business Administration

Advisor

Dorothy Hanson

Abstract

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.