Date of Conferral

12-2-2024

Degree

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

School

Business Administration

Advisor

Kim Critchlow

Abstract

Low employee engagement often leads to employee dissatisfaction, reduced morale, and employee turnover. Frontline distribution warehouse managers who struggle to engage employees risk retention challenges. Grounded in Herzberg’s two-factor theory and Maslow’s hierarchy of needs theory, the purpose of this qualitative pragmatic inquiry was to explore employee engagement strategies frontline distribution warehouse managers use to increase retention. The participants were six frontline distribution warehouse managers who had successfully implemented employee engagement strategies and increased employee retention. Data were collected using semistructured interviews, public websites, public documents, current and archival. Using thematic analysis, four themes were identified: (a) effective leadership and engagement, (b) employee well-being and support, (c) autonomy empowerment and recognition, and (d) cultural inclusivity and communication. A key recommendation for frontline distribution warehouse managers is to prioritize transparent communication and relationship building through open-door policies, regular feedback, and a culture of trust, ensuring employees feel valued and engaged. Implications for social change include promoting job stability, enhancing employee well-being, and fostering sustainable business growth within manufacturing industries. By improving employee retention, organizations can contribute to their communities’ economic prosperity and overall quality of life, thereby making a meaningful impact on the communities they serve.

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