Date of Conferral



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


Business Administration


Michael Campo


Employee engagement is a major concern for business leaders in the manufacturing sector due to the constantly shifting labor market and the demanding nature of the manufacturing work environment. Manufacturing leaders who lack effective strategies to improve employee engagement risk losing valuable employees, which can pose significant threats to productivity and business profitability. Grounded in Kahn’s engagement and disengagement theory, the purpose of this qualitative multiple-case study was to explore strategies manufacturing leaders in Nigeria use to increase employee engagement. Using semi-structured interviews, company business reports, and employee survey action plans and reports, data were collected from eight manufacturing leaders in Southwest Nigeria with at least five years of leadership experience who successfully initiated and implemented employee engagement strategies. Five key themes emerged after using Yin’s five-step data analysis process: a safe and inclusive work culture, supportive leadership, setting clear expectations, meaningful rewards and recognition, and frequent and effective communication practices. A key recommendation for manufacturing leaders is to engage employees in a way that encourages psychological safety, commitment and increases employee satisfaction at work. The implications for positive social change include the potential to increase employee engagement and performance as a major contributor to local communities’ sustainability and development, which may lead to increased employment, higher business tax remittance, and local production of products and services that meet community needs.