Date of Conferral
2020
Degree
Doctor of Business Administration (D.B.A.)
School
Business Administration
Advisor
Dina Samora
Abstract
Retail leaders face increased performance challenges due to disengaged employees. Disengaged employees cost United States’ organizations $77 billion to $96 billion in lost revenue annually. Grounded in the transformational leadership theory, the purpose of this qualitative multiple case study was to explore strategies retail leaders use to improve employee engagement and increase workforce productivity. Data were gathered from semistructured, face-to-face interviews using open-ended questions with 4 retail business leaders in the eastern region of the United States who effectively used strategies to engage sales associates and increase workforce productivity. Data were analyzed using thematic analysis through inductive coding of phrases and repeated words. The three themes that emerged were professional development, collaboration, and work life balance to improve workforce productivity. A key recommendation includes engaging employees with the tenets of transformational leadership, which could improve workforce productivity and financial stability. The implications for positive social change include the potential for retail leaders to implement transformational leadership strategies to engage employees, which could improve workforce productivity and financial stability, thereby improving the quality of life for the employees, economic independence, and wellbeing in the local community.
Recommended Citation
Jaman, Sada Hye, "Retail Business Leaders’ Strategies to Increase Employee Engagement and Workforce Productivity" (2020). Walden Dissertations and Doctoral Studies. 8921.
https://scholarworks.waldenu.edu/dissertations/8921
