Date of Conferral
Doctor of Business Administration (D.B.A.)
Dr. Teresa Jepma
Research revealed that 20% of American employees are not actively engaged in the workplace. Disengaged employees cost the U.S. economy billions of dollars annually in lost productivity. The purpose of this single case study was to explore strategies that small business managers of a privately-owned company used to maintain an engaged work force. The target population consisted of 4 small business managers from the same organization within Fairfax County, Virginia. Leader member exchange was the conceptual framework chosen for this study. Data were collected through semistructured interviews and review of company documents. Member checking was used to address the dependability of data. Data were analyzed using Yin's 5-phased cycle of data analysis and methodological triangulation. The final interpretations revealed 2 major themes: creating and sustaining a cohesive, engaging organizational environment and ensuring effective communications. The contributions of this study to positive social change include encouraging managers and their employees to have a healthier attitude at work, having a better sense of work-life balance, and having pride in belonging. Understanding the contribution of an engaging workforce may enable organizational leaders to improve performance and profits for catalyzing monetary and nonmonetary contributions benefiting communities.