Date of Conferral
Doctor of Business Administration (D.B.A.)
Dr. Carol-Anne Faint
Lack of employee engagement in the workplace is one of the leading causes of lost productivity in the United States, estimated to cost organizations between $450 to $550 billion per year. The purpose of this single case study was to explore the strategies that some business managers in the chemical industry use to engage employees and increase productivity. The population for the study consisted of 5 small chemical business managers of a chemical company in the northeastern United States that demonstrated success in engaging employees. The conceptual framework for the study was social exchange theory. Data were collected from small business managers via semistructured interviews detailing participants' strategies in engaging employees in the workplace and from company physical artifacts such as website, posters, bulletins, and signage. The collected data were transcribed, and member checking was completed to validate the credibility and trustworthiness. Yin's 5-step data analysis process for a case study and the main words in context analysis were used to analyze data. Three themes discovered in the study were: leadership support, effective communication, and recognition and reward. The findings from this study revealed that chemical business managers used strategies to influence employee engagement in the workplace. The impact of positive social change includes providing insights for managers on strategy implementation for employee engagement in the workplace to increase organizational productivity and stability, which could lead to a healthy economy in the community and employees contributing positively to communities and supporting their families.