Discovering how *perception and *experience influence executives when engaging employees: A grounded theory study

by Cross, Ronald E., Ph.D., CAPELLA UNIVERSITY, 2008, 326 pages; 3297533

Abstract:

This qualitative phenomenological study captures the personal and professional lived experiences that influenced the perceptions of 22 executives concerning employee engagement in Colorado. In-depth, one-on-one, semi-structured interviews using Moustakas' (1994) seven steps, modified from Van Kaam's data analysis method, served as the primary source of data collection. Interview data were recorded, transcribed, and analyzed with ATLAS/ti, a qualitative data analysis software program. Themes that emerged from the findings were centered on personal and professional work and life experiences concerning employee engagement. Findings revealed that: (a) executives have mixed feelings about generational differences, (b) an organization's environment and culture affect employees' desire to engage in, and commit, and contribute to organizational activities, (c) open leadership has a significant impact on the relationship between supervisor-employee, (d) development and training were integral components of employee engagement, and (e) clearer communication and expectations are necessary for the establishment of accountability and goals.

AdviserJudith L. Forbes
SchoolCAPELLA UNIVERSITY
Source TypeDissertation
SubjectsManagement
Publication Number3297533

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