Date of Conferral



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


Business Administration


Janet Booker


Less than one-third of workers in the United States have engaged in their work since Gallup commenced tracking employee workforce engagement in 2000. Retail store managers who fail to engage employees are at risk of losing organizational profitability. Grounded in Kahn’s theory of personal engagement and disengagement, and Sak’s theory of social exchange, the purpose of this qualitative single case study was to explore strategies retail store managers used to improve employee engagement. The participants comprised 5 retail managers from a retail organization in Metro Atlanta, who effectively used employee engagement strategies. Data were collected from semistructured interviews and company documents, including policy and procedure manuals, newsletters, financial data, strategic plans, and emails. Yin’s 5-step data analysis was used to analyze the data. Four themes emerged: communication, employee training and development, rewards and recognition, and transparency. A key recommendation for retail managers is to understand and execute successful engagement strategies to improve employee efficiency and organizational performance. The implications for positive social change include the potential to provide retail store managers with a deeper understanding of the strategies necessary to increase employee engagement. A deeper understanding of effective strategies may lead employees to participate in social settings by contributing their time and talents to the people in their community and society.