Date of Conferral

2017

Degree

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

School

Business Administration

Advisor

Jill A. Murray

Abstract

Employee engagement levels are critical to organizations that desire to retain a workforce

that innovates, produces positive results, and stays committed to the organization. The

purpose of this single case study was to explore employee engagement strategies used by

business leaders to retain talent. The conceptual framework that guided this study was

Deci's self-determination theory. Data collection occurred through semistructured

interviews with four participants within the insurance industry having three or more years

of management experience and having a positive reputation for engaging employees. The

participating company is located in central Indiana. Participants answered 10 open-ended

questions related to employee engagement and retention of talent. Data were transcribed

and coded to identify themes. The modified van Kaam method was used for analysis of

the data. Open and honest communication between managers and employees, managers

looking beyond words to recognize disengagement and respectful and a caring leadership

team at all levels of the company were amongst the prominent themes identified during

data analysis. The study findings may contribute to business practices positively by

increasing the understanding of the importance of employee engagement strategies in a

work setting as well as how engagement levels affect retention. The study findings may

contribute to social change by providing leaders ideas on how to provide greater job

satisfaction to employees, which could translate into improved professional and personal

lives by providing employees a greater feeling of fulfillment and confidence with their

job.

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