Employee disengagement is costly and reduces an organization’s ability to meet its full potential to produce business results. Technology business leaders who have engaged employees can positively alter the company’s rapid transformation to be more competitive. Grounded by the social exchange theory, the purpose of this qualitative single case study was to explore strategies 6 technology leaders in the Atlanta metropolitan area use to engage employees. Data were collected through semistructured interviews and company documents. Data were analyzed using Yin’s 5-step data analysis process. Three themes emerged: communicate with transparency, provide offerings for training and rewards, and identify and implement assessment tools. A key recommendation is for technology leaders to be transparent and communicate with clarity when engaging their employees. The implications for positive social change include the potential to provide technology leaders with a framework of strategies for understanding workers and increasing their employee engagement, which will be an improvement in the societal workforce, reduce employee disengagement, support civil organizations by contributing time and talent to people in the society, and increase the economic stability of local communities.
|Commitee:||Hammoud, Mohamad, Brown, Annie|
|School Location:||United States -- Minnesota|
|Source:||DAI-A 82/7(E), Dissertation Abstracts International|
|Subjects:||Management, Operations research, Information Technology|
|Keywords:||Disengagement, Employee motivation, Employee productivity, Leader engagement, Leadership engagement|
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