Date of Conferral
Doctor of Business Administration (D.B.A.)
The U.S. Office of Personnel Management reported the productivity levels of the American multigenerational workforce decreasing as leaders strive to actively engage employees to improve organizational output. The purpose of this qualitative single case study was to explore what leadership strategies federal government managers use to engage a multigenerational workforce. The conceptual framework consisted of Kahn's employee engagement theory and Strauss and Howe's generational cohort theory. The sample consisted of 3 federal government managers within metro Atlanta, Georgia who had successfully managed a multigenerational workforce, demonstrated through the feedback they received from their employees. Data were collected using face-to-face semistructured interviews and a review and analysis of company documents. Data analysis consisted of applying Yin's 5 step data analysis process, and member checking and methodological triangulation of the data strengthened the trustworthiness of interpretations. Emergent themes included generational differences; strategies for working with multigenerational differences; and strategies for engaging a multigenerational workforce. The most effective strategies involved training, communication skills, and team building. Findings from this study may contribute to social change by providing federal government managers with the framework for understanding and engaging its multigenerational workforce, which can result in promoting positive relationships between coworkers, families, and communities. Positive relationships in the workforce may increase employee morale and motivation and decrease employee turnover and the unemployment rate.