Date of Conferral



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




David A. Blum


Some leaders in the manufacturing industry face challenges in engaging employees to increase productivity. Manufacturing leaders who effectively engage employees can build meaningful communication and achieve organizational goals that can motivate employees to increase productivity. Grounded in Herzberg’s two-factor theory, the purpose of this qualitative single case study was to explore motivational strategies manufacturing industry leaders use to engage employees to increase productivity. Participants included five managers at one manufacturing company located in northern Kentucky. Data were collected from semistructured interviews and company documents. Data were analyzed using Yin’s five-phase cycle. Three themes emerged: building a culture of meaningful communication, holistic employee engagement to increase productivity, and motivating employees by setting clearly defined and attainable goals. A key recommendation for manufacturing industry leaders is to develop employee growth plans to stimulate meaningful communications and promote participation in leadership training that could lead to promotions and improved relationships to create a positive work environment and increase productivity. The implications for positive social change include the potential to promote employee work-life balance and healthy lifestyles, providing opportunities for employees to volunteer in the local community, and generating tax revenues to stimulate the local economy for community betterment.