Dissertation/Thesis Abstract

Managing highly engaged or actively disengaged employees: A phenomenological study of first -level supervisors
by Mannelly, Patrick K., D.M., University of Phoenix, 2009, 256; 3350857
Abstract (Summary)

This qualitative phenomenological study captures the personal and professional lived experiences that influence perceptions of first-level supervisors managing employees who are either highly committed or are actively disengaged. In-depth interviews with 15 experienced first-level supervisors working in government, large industry, and small business were conducted. Moustakas’s (1994) modified Van Kaam’s method, served as the guide for data collection and analysis. Supervising a highly committed employee was lived by study participants as a paradoxical experience of mixed and contradictory emotions. Participants depicted these lived experiences in 13 themes. In contrast, supervising an actively disengaged employee was an experience lived by the participants as an emotionally charged and challenging time verbalized by the participants in 13 themes.

Indexing (document details)
Advisor: Vandermark, Michael J.
School: University of Phoenix
School Location: United States -- Arizona
Source: DAI-A 70/03, Dissertation Abstracts International
Subjects: Management, Labor relations
Keywords: Actively disengaged, Actively disengaged employees, Employee commitment, Employee engagement, First-level supervisors, Highly engaged employees, Impact on first-level supervisors, Lived experience of supervisors, Managing
Publication Number: 3350857
ISBN: 978-1-109-06459-9
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