Date of Conferral
5-30-2024
Date of Award
May 2024
Degree
Doctor of Business Administration (D.B.A.)
School
Business Administration
Advisor
Kim Critchlow
Abstract
Dismal employee engagement can have an adverse effect on an organization’s productivity and profitability. Nonprofit organization leaders are concerned about employee engagement because the lack of it impedes meeting organizational performance goals. Grounded in engagement theory, the purpose of this qualitative pragmatic inquiry was to explore strategies that nonprofit organizational leaders used to increase employee engagement to meet organizational performance goals. The participants were six nonprofit industry leaders in the Northeast region of the U. S. who successfully implemented employee engagement strategies and met organizational performance goals. Data were collected through semi structured interviews and from publicly available data and artifacts. Through thematic analysis, four themes were identified: (a) effective communication, (b) effective relationship building, (c) fruitful commitment, and (d) productive open and honest interactions. A key recommendation would be for the nonprofit business leader to be very visible and to lead by example and proved a meaningful connection between the employee and the nonprofit organization, provide a level of comfort, be rewarding, and make the environment mentally and physically stimulating. The implications for positive social change include the potential to receive additional philanthropic funding from individuals and thereby enabling the nonprofit organizations to provide more services to the communities they serve.
Recommended Citation
Graham, Allicia, "Strategies for Nonprofit Organizations to Meet Performance Goals Through Employee" (2024). Walden Dissertations and Doctoral Studies. 15888.
https://scholarworks.waldenu.edu/dissertations/15888
