Date of Conferral



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


Business Administration


Dina Samora


Globally, more than 70% of the labor force do not actively engage in the workplace. Disengaged employees are often absent, increase customer dissatisfaction, and decrease organizational profitability. Bank managers who fail to address employee disengagement risk organization profitability and competitive position. Grounded in Khan's engagement theory, the purpose of this qualitative single case study was to explore strategies bank managers use to promote employee engagement for increased organizational profitability. The participants comprised 5 bank managers from a single bank in Toronto, Canada, who successfully implemented employee engagement strategies to increase organizational profitability. Data were collected from semistructured interviews, company documents, and journaled notes. Thematic analysis revealed 3 themes: training and development, effective internal communication and feedback, and reward and recognition. A key recommendation is that bank managers develop engagement strategies that promote employee engagement to increase performance and impact financial performance while considering employees interests. The implications for positive social change include the potential for bank managers who increase profitability to increase charitable contributions to social causes such as cancer support and disaster relief as part of corporate social responsibility. Additionally, engaged employees who take pride in their company are likely to volunteer in company-related social initiatives, which could benefit the community.

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