Exploring Frontline Management Strategies Used to Improve Employee Engagement

• Main Author: Wise, Michael P.
• Format: Others
• Language: en
• Published: ScholarWorks 2017
• Subjects: Employee Engagement; Leadership; Management; Transformational Leadership; Business
• Online Access: https://scholarworks.waldenu.edu/dissertations/3966; https://scholarworks.waldenu.edu/cgi/viewcontent.cgi?article=5069&context=dissertations

Managers who foster at least 65% employee engagement, based on employee engagement surveys conducted by Hewitt Associates, Inc., provide a 19% higher return to shareholders than managers who do not foster a 65% or higher employee engagement level. The purpose of this single site case study was to identify strategies that frontline managers used to build employee engagement, leading to higher organizational performance. The transformational leadership theory was used as the conceptual framework for this study. Data were collected through semistructured interviews from a purposeful sample of 3 frontline managers at a beverage manufacturing facility in the Midwest of the United States. Data also included performance metrics from the organization to identify the leading facility within the organization. Using data triangulation and Yin's explanation building analysis method, several themes emerged, including the need for open and honest communication, setting and understanding expectations, maintaining professional relationships, and including employees as an important part of the organization. These findings may contribute to social change by enhancing the training for frontline managers. Such enhancements may build employee engagement, decrease workplace stress, and boost work-life balance and quality of life.