Date of Conferral



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




Jill Murray


AbstractEmployee engagement is critical for manufacturing businesses to achieve higher productivity, competitive advantage, and sustainability. Manufacturing business managers who implement effective strategies can potentially enhance employee job satisfaction to increase employee engagement. Grounded in Kahn’s personal engagement theory, the purpose of this qualitative multiple-case study was to explore strategies manufacturing business managers use to increase employee engagement. The participants were four manufacturing business managers from two manufacturing businesses in the southeastern region of Jamaica who successfully implemented strategies to increase employee engagement. Data were collected from semistructured interviews and company documents. Yin’s five-phase process was used to analyze data. Three themes emerged: use effective communication techniques to increase employee engagement, develop quality training and development programs, and create attractive rewards and recognition programs. A key recommendation is that manufacturing business managers prioritize training and development programs for all employees to increase employee engagement. Doing so may promote a sustainable workforce. The implications for positive social change include the potential for manufacturing business managers to provide employment opportunities and thereby raise the standard of living and social well-being of local community residents.

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