Date of Conferral

11-10-2025

Date of Award

November 2025

Degree

Doctor of Public Administration (D.P.A)

School

Management

Advisor

Cheryl Lentz

Abstract

Delays and inefficiencies in the hiring process can significantly hinder production and create instability within the manufacturing workforce. This, in turn, has a negative effect on employee well-being and the overall effectiveness of the organization. The purpose of this qualitative research project, grounded in the Job Demands-Resources model, was to explore successful strategies hiring managers use to address hiring inefficiencies. The study was guided by a pragmatic inquiry design and included semistructured interviews with six hiring managers in the manufacturing sector who held responsibilities related to hiring. Data were analyzed using thematic analysis following Braun and Clarke’s six-step framework. Data triangulation through industry reports and member checking enhanced the credibility of the findings. Five themes were identified: (a) internal inefficiencies and managerial bottlenecks as primary job demands, (b) strategic alignment and role definition as foundations of hiring effectiveness, (c) process improvement and technology integration as critical job resources, (d) human and organizational costs of hiring delays, and (e) emerging trends and recommendations for sustainable recruitment practices. A key recommendation is for manufacturing leaders to simplify workflows, strengthen communication, and build proactive talent pipelines to reduce strain on employees and improve organizational performance. The implications for positive social change include the potential for organizational leaders to implement more efficient and humane hiring systems that strengthen workforce stability, support local economies, and promote organizational sustainability.

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