As employee turnover in the federal government continues to increase, so does the need for managers to create a work culture that promotes employee engagement. Employee engagement and retention are vital to an organization's productivity and competitive edge. The purpose of this dissertation was to explore strategies that first-line supervisors in the federal government could use to increase employee engagement and improve the retention of support staff employees. The theoretical framework used for this study was based on Thibault and Kelley's social exchange theory. This study's research methodology was a systematic review based on a thematic synthesis using a configurative approach. The systematic review included 36 peer-reviewed empirical studies from 2010-2020, evaluated for quality and relevancy in answering the research question. Data analysis involved using dedoose software 8.0.35 to compile the data, disassemble the data into codes, and reassemble the data into themes. Five key findings emerged as strategies: (a) authentic leaders positively influence engagement; b) managers provide timely training and development to improve retention and career growth. (c) Job resources foster engagement; (d) supervisors create a positive work environment that encourages engagement, improves retention, and (e) managers and supervisors develop and maintain an effective performance management process. When implemented, these strategies should lead to a culture of engagement in which supervisors acknowledge the critical role support staff have in influencing organizational performance and productivity. This dissertation provides significant value to federal government managers in that it shows that first-line supervisors often behave in a transactional manner with support staff. By creating a culture in which supervisors behave with respect and authenticity in their relationship with subordinates, the federal government should experience a reduction in turnover of critical support staff talent and thus better retention of essential employees.
|Advisor:||Wharff, Deborah, Gelatt, James|
|Commitee:||Bouchard, Marcia , Drasin, Joseph|
|School:||University of Maryland Global Campus|
|School Location:||United States|
|Source:||DAI-A 82/8(E), Dissertation Abstracts International|
|Subjects:||Management, Occupational psychology|
|Keywords:||Employee engagement, First-line supervisors, Retention, Social Exchange Theory, Support staff employees, The federal government|
Copyright in each Dissertation and Thesis is retained by the author. All Rights Reserved
The supplemental file or files you are about to download were provided to ProQuest by the author as part of a
dissertation or thesis. The supplemental files are provided "AS IS" without warranty. ProQuest is not responsible for the
content, format or impact on the supplemental file(s) on our system. in some cases, the file type may be unknown or
may be a .exe file. We recommend caution as you open such files.
Copyright of the original materials contained in the supplemental file is retained by the author and your access to the
supplemental files is subject to the ProQuest Terms and Conditions of use.
Depending on the size of the file(s) you are downloading, the system may take some time to download them. Please be