Disengaged employees cost U.S. companies billions of dollars annually in lowered productivity, a cost which has been compounded by the difficult economic situations in the country. The potential for increasing productivity through increased employee engagement was examined in this study. Using personal engagement theory and the theory of planned behavior, the purpose of this phenomenological study was to explore how the experiences of salaried aerospace employees affected productivity and the financial performance of an organization. Interviews were conducted with a purposive sample of 20 aerospace employees whose responses were codified and analyzed to identify themes. The analysis indicated that (a) the lived experiences of employees influenced employee engagement, (b) employee engagement affects organizational commitment and performance, and (c) trust and respect and leadership are essential components to keep employees engaged. Eighty percent of the participants indicated that as employee engagement increases so too does organizational performance. The implications for positive social change include new insights for leaders seeking to increase productivity and financial performance, and to support employee engagement for maintaining sustainability, retaining talent, increasing profits, and improving the economy.
|Commitee:||Blando, Judith, Strickland, Russell|
|Department:||Applied Management and Decision Sciences|
|School Location:||United States -- Minnesota|
|Source:||DAI-A 75/03(E), Dissertation Abstracts International|
|Subjects:||Management, Aerospace engineering, Organizational behavior|
|Keywords:||Employee disengagement, Employee engagement, Financial performance, Leadership, Organizational commitment, Productivity|
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