Date of Conferral

7-8-2025

Degree

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

School

Management

Advisor

Janie Hall

Abstract

Human resources (HR) managers often face challenges due to ineffective change management strategies, which can lead to reduced employee engagement, decreased performance, and increased turnover. This issue is important to HR managers and organizational leaders who seek to improve workforce engagement and retention. Grounded in Kotter’s eight step change management model and Herzberg’s motivation-hygiene theory, the purpose of this qualitative pragmatic inquiry was to explore the strategies HR managers use to improve employee engagement. The participants were five HR managers from manufacturing companies in the southeast region in Georgia who had implemented effective change management strategies that improved employee engagement. Data were collected through semistructured interviews and analyzed using Braun and Clarke’s six-step process. Nine themes emerged: communication and transparency, employee involvement, leadership presence and visibility, purpose and alignment, recognition, cultural challenges, training, feedback, and psychological safety. Key recommendations are that HR managers practice relational leadership, maintain open communication, align engagement strategies with employee values, and embed recognition and psychological safety into change processes to improve employee engagement, increase performance, and reduce turnover. The implications for positive social change include the potential for HR leaders and organizational leaders to enhance employee well-being, strengthen organizational culture, and contribute to a more stable and engaged workforce, benefiting both employees and the broader organization.

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