Date of Conferral
2023
Degree
Doctor of Business Administration (D.B.A.)
School
Management
Advisor
John Hannon
Abstract
Company employees often see an organizational engagement breakdown when managers do not combine processes and knowledge transfer strategies to achieve goals. Some midlevel managers lose communication and collaboration among business departments as well as with their subordinates, leading to a breakdown in organizational performance. The purpose of this qualitative single case study was to explore organizational engagement strategies midlevel managers use to encourage organizational performance. The theory of organizational learning provided the conceptual framework for the study. Six midlevel managers from various departments in an energy company in the midwestern and southern regions of the United States independently participated in semistructured interviews. Secondary data included company documents, news articles, and external organizational reviews; data were thematically coded. After analysis, the data led to the following conclusions: organizational engagement strategies comprise of building a positive organizational culture and providing effective resource management. Results indicate organizational engagement strategies have a direct impact on organizational performance. Key recommendations are for managers to use organizational decision making, employee engagement, improvement opportunities, technological resources, human capital, processes, and procedures. These recommendations can improve organizational performance, employee talent and retention, and higher wages. The implications for positive social change include financial stability for the populace, positively impacting the lives of employees, family members, and surrounding communities.
Recommended Citation
Hoxsey, Joni, "Organizational Engagement Strategies Used by Midlevel Managers in the Energy Industry" (2023). Walden Dissertations and Doctoral Studies. 14709.
https://scholarworks.waldenu.edu/dissertations/14709
