Date of Conferral



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


Business Administration


Tim Truitt


Poor employee well-being because of a lack of job resources costs business leaders billions of dollars each year. Business leaders in the entertainment industry who fail to manifest strategies to increase employee well-being might decrease employee resources and increase the consequences of job demands, such as decreased organizational performance and profitability. Grounded in the job demands-resources model theory, the purpose of this single case study was to explore strategies entertainment leaders use to increase employee well-being. The participants included six entertainment executives employed at a large entertainment company in California who successfully implemented strategies that increased employees’ well-being. Data were collected from semi-structured video conferencing interviews and analysis of publicly available organizational documentation. Data were analyzed using Yin’s five stages of data analysis. Four major themes emerged: (1) organizational leadership, (2) organizational culture, (3) barriers from job demands, and (4) job resources for employee well-being. The key recommendation for entertainment business leaders is to provide employees with job resources such as supportive supervision, promotion opportunities, essential office supplies and technology, extended healthcare benefits that include mental health services, and paid leave for employees to increase employee well-being and organizational performance. The implications for positive social change include the possibility of improving employee health and reducing the healthcare costs for the business, employees, and their families, thus improving the health of their community.

Included in

Business Commons