This study explored how performance improvements following a structural redesign affected employee engagement in a retail and banking firm. The research was a post-treatment exploratory study that selected 6 out of 20 regions that operate inside a Mexican organization. The design permitted a comparison of the 6 regions 1 year after an organizational redesign. Two engagement surveys were administered and the results were compared for high and low performance regions. Seventy-five regional supervisors were surveyed to obtain their level of engagement. Performance and engagement scores were consistently high across the six regions, with the exception of human resources indicators. There is some evidence that performance improvements are associated with improvements in engagement; however, this relationship needs to be more fully explored.
|Advisor:||Worley, Christopher G.|
|Commitee:||Lacey, Miriam Y.|
|School Location:||United States -- California|
|Source:||MAI 51/05M(E), Masters Abstracts International|
|Subjects:||Business administration, Management, Organizational behavior|
|Keywords:||Engagement, Organizational redesign, Performance improvement|
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