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Improving Employee Engagement through
Strategic Planning by Human Resources
Professionals
Victoria L. Benson
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Walden University
College of Management and Technology
This is to certify that the doctoral study by
Victoria Benson
has been found to be complete and satisfactory in all respects,
and that any and all revisions required by
the review committee have been made.
Review Committee
Dr. Jamiel Vadell, Committee Chairperson, Doctor of Business Administration Faculty
Dr. Jaime Klein, Committee Member, Doctor of Business Administration Faculty
Dr. Rocky Dwyer, University Reviewer, Doctor of Business Administration Faculty
Chief Academic Officer
Eric Riedel, Ph.D.
Walden University
2017
Abstract
Improving Employee Engagement through Strategic Planning by Human Resources
Professionals
by
Victoria L. Benson
MA, Webster University, 2004
BA, University of Central Florida, 2001
Doctoral Study Submitted in Partial Fulfillment
of the Requirements for the Degree of
Doctor of Business Administration
Walden University
December 2017
Abstract
Turnover rates are climbing every year, with a lack of engagement cited as a top reason,
costing employers money in lost productivity. Slightly over one-third of workers
worldwide consider themselves engaged. Employers are at risk of losing top talent due to
a lack of engagement. Business leaders need to adapt to changing engagement practices
invoking human resources (HR) as a strategic business partner. This study focused on
strategic planning tools HR leaders in used to increase employee engagement. Interviews
with leaders in a small-sized cloud-based data storage company in the Southeast region of
the United States, were analyzed to identify themes. The inclusion of Bandura’s social
cognitive theory to increase self-efficacy was evident in the research as an important
technique to increase success. Face-to-face interviews were conducted with the top 2
leaders from a small-sized cloud-based data management company in Orlando, Florida.
Data collected from interviews were transcribed and coded to analyze emerging themes.
Three themes discovered as strategic planning tools were feedback, timeframe, and
leadership. The results of this study could contribute to social change by assisting
employers in understanding the value of a successful strategic plan for employee
engagement in lowering turnover. Lowering turnover in the immediate Orlando, FL area
leads to lowering unemployment throughout and outside of the state. When employers
understand the relationship between engagement, leadership, and human capital can shift
employee self-efficacy and increase job satisfaction. Involving HR at the ground floor of
an organization can provide much-needed balance and personnel management to increase
overall engagement, reduce turnover, and impact municipal and regional businesses.
Improving Employee Engagement through Strategic Planning by Human Resources
Professionals
by
Victoria L. Benson
MA, Webster University, 2004
BA, University of Central Florida, 2001
Doctoral Study Submitted in Partial Fulfillment
of the Requirements for the Degree of
Doctor of Business Administration
Walden University
December 2017
Dedication
I dedicate this to all my family, but especially my husband, Brent, without whose
love and support I could not have completed this journey. Moreover, to my children,
Audrey and Andrew, who will hopefully understand this degree as an answer to the
question: “why do you have so much homework?” I would still prefer you call me
mommy; I love you all to the moon and back. Finally, to my mom who would have been
most proud and who instilled in me the importance of education, I miss you every day.
Acknowledgments
I would like to thank all those who have helped in my journey, especially my
classmates who supported each other in ways no others could. I acknowledge my chair,
Dr. Jamiel Vadell, and SCM, Dr. Jamie Klein, who have provided encouragement,
dedication to their students, and patience. I also acknowledge Dr. Turner and my other
committee member Dr. Dwyer for maintaining the high standards of doctoral work.
Thank you all for your focused direction and feedback throughout this journey.
i
Table of Contents
List of Figures .................................................................................................................... iv
Section 1: Foundation of the Study ......................................................................................1
Background of the Problem ...........................................................................................1
Problem Statement .........................................................................................................2
Purpose Statement ..........................................................................................................3
Nature of the Study ........................................................................................................3
Qualitative Research Question .......................................................................................5
Interview Questions .......................................................................................................5
Conceptual Framework ..................................................................................................6
Operational Definitions ..................................................................................................7
Assumptions, Limitations, and Delimitations ................................................................7
Assumptions ............................................................................................................ 7
Limitations .............................................................................................................. 8
Delimitations ........................................................................................................... 8
Significance of the Study ...............................................................................................9
Contribution to Business Practice ........................................................................... 9
Implications for Social Change ............................................................................. 10
A Review of the Professional and Academic Literature ..............................................10
Transition .....................................................................................................................38
Section 2: The Project ........................................................................................................40
Purpose Statement ........................................................................................................40
ii
Role of the Researcher .................................................................................................40
Participants ...................................................................................................................42
Research Method and Design ......................................................................................43
Research Method .................................................................................................. 44
Research Design.................................................................................................... 45
Population and Sampling .............................................................................................45
Ethical Research...........................................................................................................47
Data Collection Instruments ........................................................................................48
Data Collection Technique ..........................................................................................49
Data Organization Technique ......................................................................................50
Data Analysis ...............................................................................................................50
Reliability and Validity ................................................................................................52
Reliability .............................................................................................................. 53
Validity ................................................................................................................. 53
Transition and Summary ..............................................................................................54
Section 3: Application to Professional Practice and Implications for Change ..................55
Introduction ..................................................................................................................55
Presentation of the Findings.........................................................................................55
Applications to Professional Practice ..........................................................................60
Implications for Social Change ....................................................................................61
Recommendations for Action ......................................................................................62
Recommendations for Further Research ......................................................................62
iii
Reflections ...................................................................................................................63
Conclusion ...................................................................................................................64
References ..........................................................................................................................67
Appendix A: Interview Questions .....................................................................................82
Appendix B: Permission to Use .........................................................................................83
iv
List of Figures
Figure 1. The organizational dimensions & performance of human resources management
............................................................................................................................................33
1
Section 1: Foundation of the Study
Employee engagement is a focus for human resources (HR) professionals and
senior level leadership when they anticipate limiting turnover intention and increasing
productivity of employees (Barrick, Thurgood, Smith, & Courtright, 2015). Chambers
(2015) stated HR professionals are changing the definition of their job, becoming more
involved in all areas of business, as the working population adjusts to new generations
and new expectations of employee and employer. With these changes, company
leadership faces challenges on how to increase engagement. Adopting new strategic
plans focused on engagement is one way to address these issues. The intention of this
study was to explore strategic planning tools used by HR professionals with successful
engagement programs.
Background of the Problem
Small-sized cloud-based data management companies increased in number of new
businesses in 2015 by 28% (Synergy Research Group, 2016). With any business,
particularly those on a growth curve, employee engagement is critical to sustaining
positive employment culture and maintaining a productive environment (Chambers,
2015). Job satisfaction, burnout, and employee engagement are the focus of many studies
about turnover and correlation to the success of organizations (see Barkhuizen,
Rothmann, & van de Vijver, 2014; Quinn & Thorne, 2014; Schubert-Irastorza & Fabry,
2014). Individual attitudes and efficacy are the baselines of a positive environment, the
leadership’s vision also affects employee engagement (Surijah, 2016). Strategic planning
2
tools may show leadership, including HR, an understanding of how to enhance
engagement of their employees.
Financial costs of turnover vary depending on recruitment costs, but skill sets,
knowledge, and time are invaluable costs associated with employee terminations
(Ballinger, Craig, Cross, & Gray, 2011). When an employee intends to terminate his or
her position, his or her attitude and engagement at the time may determine the actual cost
to the employer (Al-Emadi, Schwabenland, & Qi, 2015). Employee engagement
becomes an opportunity for leaders to reduce cost and maintain, or even grow,
productivity by increasing satisfaction (Truss, Shantz, Soane, Alfes, & Delbridge, 2013).
Many senior management leaders now look to HR professionals for their understanding
of engagement and insight into matters dealing with personnel (Chambers, 2015).
Human resources management (HRM) is defined as the leading of the human resources
and personnel functions of a business operation (Bal, Kooij, & De Jong, 2013). Bal et.al,
reiterated the notion of HRM as the foundation for increased engagement and studied the
positive correlation between effective HRM strategy and productive employees.
Problem Statement
HR professionals must adapt to changing employee engagement practices or risk
losing top talent to other organizations (Chambers, 2015). Over 3.1 million individuals
quit their jobs in 2015, increasing the turnover rate by over 326,000 people from the
previous year (Bureau of Labor and Statistics [BLS], 2016). The general business
problem is employees’ engagement wanes with a lack of focused strategic planning from
HRM, leading to lost profitability. The specific business problem is some HR leaders in
3
small-sized cloud-based data storage companies lack the strategic planning tools
necessary to increase employee engagement.
Purpose Statement
The purpose of this qualitative single case study was to explore strategic planning
tools HR leaders in small-sized cloud-based data storage companies use to increase
employee engagement. The targeted population for this study was HR leaders working
for one small-sized, cloud-based data storage company with fewer than 100 employees in
Orlando, Florida who have successfully used strategic planning tools to increase
employee engagement. The results of this study may provide business leaders techniques
and tools to improve employee engagement. Implications for social change include a
more engaged workforce leading to lower turnover and unemployment rates, positively
contributing to the local economy by reducing the cost of unemployment claims as well
as increasing consumer spending in the immediate area.
Nature of the Study
I used a qualitative research method for this study as the goal of this research was
to understand employee engagement strategies. Researchers use qualitative methods to
provide a deeper understanding of specific information and explore why a strategy works
rather than explaining what phenomena have occurred (Anyan, 2013; Barnham,
2015). The qualitative method was relevant for understanding strategic planning tools
used in engagement practices through strategic design. Quantitative researchers focus on
numbers and data collected around a phenomenon (Anyan, 2013). The quantitative
research method was not appropriate as I sought information on behaviors and
4
motivations from individuals with similar situations. Mixed methods researchers use a
combination of both qualitative and quantitative research methods to incorporate numbers
and in-depth understanding of a phenomenon (Hesse-Biber & Johnson, 2013). As mixed
methods research is both quantitative and qualitative and I only used qualitative research,
the mixed methods approach was not applicable to this study.
I used a single case study design for this study. The intent of this research was to
explore strategic tools of engagement providing results for potential use across other
similar companies. The four other designs used in qualitative research are
phenomenology, grounded theory, narrative, and ethnography. A case study like
phenomenology explores multiple viewpoints surrounding an event, but does not detail a
lived experience as does the phenomenology design (Graziano & Raulin,
2013). Grounded theory researchers focus on inducing theory by analyzing data
complied within a specified timeline (Johnson, 2015). The purpose of this study was to
explore strategic tools used today, without a collection of data over the course of a
definite time. A narrative was not appropriate as researchers utilize narratives to study a
single individual, and this study will involve several people. Ethnographic researchers
study cultural experiences over prolonged periods (Hoolachan, 2016). Ethnography was
not appropriate as the culture within an organization is not a shared long-term experience
because individuals join and leave businesses for varying reasons, bringing other
experiences and cultural beliefs with them.
5
Qualitative Research Question
Designing a quality research question requires a foundation with an underlying
agenda (Malhotra, 2013). The foundation or ground level is employee engagement with
HR leaders on the main floor. The research question for this study derived from the
problem statement was: What strategic planning tools can HR leaders in small-sized
cloud-based data storage companies use to increase employee engagement?
Interview Questions
To assist in answering the research question, I used an open-ended semi-
structured interview. The interview questions were developed to allow participants to
respond to each question with details about strategic engagement tools. The interview
questions were as follows:
1. What strategic planning tools do you have in place for employee engagement?
2. How did you find those specific planning tools?
3. How did you design your engagement strategy using the planning tools?
4. How are those strategies implemented?
5. How do you know when your employees are engaged?
6. How do you evaluate the effectiveness of the planning tools?
7. How are other leaders informed about and responsible for engagement?
8. How do you maintain engagement?
9. How often do you review your engagement strategies?
10. Who is involved in the engagement strategy review?
11. What else can you add that would be relevant to this study?
6
Conceptual Framework
Bandura’s (1977) social learning theory links personal efficacy beliefs and
behaviors to motivation and effort. In his theory, Bandura suggested if an employee has
high self-efficacy based on a perception of the surrounding social culture and managers,
his or her engagement will be higher. The social learning theory was relevant to this
study because it helped to explore how HR leaders create strategic planning tools
influencing self-efficacy and culture, ultimately increasing engagement. The concept of
social learning theory later evolved into social cognitive theory (SCT) to highlight the
role reasoning played in Bandura’s theory (Bandura, 1997). Bandura explained SCT is a
motivator for self-efficacy as it involves personal investment and effort, but is reactive to
others, using reasoning to justify individual behavior. External forces can be pivotal for
self-efficacy. External factors affect engagement when influencing culture and value on
a personal level (Vera, Le Blanc, Taris, & Salanova, 2014). Vera et al. linked SCT to
self-efficacy and engagement of employees by comparing individual reactions to
perceptions of others engagement.
HR departments, as the personnel division focusing on human capital, influence
engagement and culture through programs, benefits, and work environment, affecting an
employee’s perception of value and self-efficacy (Bal et al., 2013). HR leaders and
teams are expected to assist in creating or changing a culture, evaluating engagement, and
acting as liaisons for executive management and line employees (Bal et al.,
2013). Integrating Bandura's SCT as an example of how to design and maintain
engagement, leaders can affect the engagement of individuals. In groups, an individual’s
7
beliefs and self-efficacy can be either a detriment to the team or a strong leading force for
motivation and engagement (Vera et al., 2014). Using strategies designed by HR leaders,
Bandura's SCT showed relevancy to employee engagement by exposing disengaged
employees in groups and managing those employees throughout the organization.
Operational Definitions
Definitions ensure understanding without interpretation. This section provides a
list of terms expressed in this study.
Efficacy: Efficacy is the belief in one’s ability to perform (Bandura, 1997).
Engagement: Engagement is the effort, enthusiasm, and fulfillment in work
activities (Vera et al., 2014).
Workplace Performance: How an employee satisfies their job requirements is the
definition of workplace performance (Rofcanin, Las Heras, & Bakker, 2016).
Assumptions, Limitations, and Delimitations
Some things may be out of the researcher’s control to test or expect, which may
subject the study to weaknesses (Yin, 2016). Assumptions, limitations, and delimitations
can cause a study to be less reliable. By acknowledging the assumptions, limitations, and
delimitations, the researcher performs a risk assessment and evaluates the impact of the
research (Berner & Flage, 2016).
Assumptions
Assumptions are truths individuals accept in research (Yin, 2016). Assumptions
can be instrumental in qualitative research, shaping the way a researcher views data
(Kirkwood & Price, 2013). Assumptions made in this study involved the role of HR
8
professionals within the organization (Knafl, Leeman, Havill, Crandell, & Sandelowski,
2015). One assumption was the ability of HR leaders to create or change a culture and
increase employee engagement. I assumed the interviews I conducted would be
answered truthfully by the participants. Another assumption was in the applicability of a
small sample size to other businesses, where all participants have the education and
experience required to be a qualified representative, the size may not be an accurate
depiction of similar organizations (Wargo, 2015).
Limitations
Limitations narrow research as well as an awareness of restrictive data (Uri,
2015). Some limitations were evident in this study including the number of participants
available and the potential bias of the employee. Qualitative research is not
generalizable, and this study was dependent on the perceptions of a small group of
managers (Kirkwood & Price, 2013). Although researchers take precautions, the chance
of subconscious bias is possible which is limiting to a successful outcome (Yin, 2016). A
small company with a sample size of two individuals in this study could preclude the
reality of application to larger organizations (Wargo, 2015).
Delimitations
Delimitations can be defined as characteristics that limit the research scope and
boundaries (Knafl et al., 2015). Specifying the role and perception of leaders used for
this study is a delimiting factor (Uri, 2015). Other delimiting factors were the specific
geographic location of the research study due to accessibility, focusing on a single
9
company versus multiple organizations, and the number of managers involved in the
study (Kirkwood & Price, 2013).
Significance of the Study
All strategic plans require reevaluation on a regular and continuing basis to ensure
programs are compliant, effective, and efficient (Miller, 2016). Management creates
organizational reviews on strategy and plans as a consistent ongoing platform for
stabilization or growth for the business, and all programs within a company should do the
same, especially when involving employee engagement (Miller, 2016). Being able to
understand, evaluate, and practice active engagement techniques and tools has the
potential to create a more engaged societal workforce. Only approximately one-third of
employees worldwide rank themselves as highly engaged (Jesuthasan, 2017). With the
right tools and available resources, HR and executive leaders can evaluate their
organizations to determine the level of engagement required to enhance the organization,
increasing profitability and national commerce (Al-Emadi et al., 2015). Engaged
employees lead to less turnover and unemployment, which creates more sustained and
even increased local economies (Memon, Salleh, & Baharom, 2016).
Contribution to Business Practice
HR professionals’ roles are changing as is the landscape of the working
environment (Chambers, 2015). Chambers suggested new criteria for job satisfaction
includes engagement, work-life balance, and personal purpose. Adaptations to new
technology creating virtual spaces and office structures, are new territory for many
businesses (Chambers, 2015). As younger employees have differing needs than previous
10
generations, HR leaders must change engagement practices to fit the needs of this new
workforce. Whether in Florida or throughout the United States, an employee’s
engagement level is essential to his or her overall well-being and ultimately the success
of the organization. Performance links to engagement and HR departments can be useful
in managing employee engagement (Truss et al., 2013). This link can affect business in
both positive and negative ways. By increasing engagement and thereby performance,
business leaders can find a definite connection between output and productivity. A lack
of engagement could lead to negative consequences creating discontent, chaos, and loss
of functionality (Truss et al., 2013).
Implications for Social Change
Schubert-Irastorza and Fabry (2014) suggested that pay, promotion, and social
interaction play a significant role in continued engagement from an employee viewpoint.
A disengaged employee has the potential for voluntary turnover, and a company’s
leadership can minimize turnover costs by simply focusing on engagement (Memon et
al., 2016). Mimicking a successful strategic plan created by HR can have a positive
outcome on businesses locally and globally by lowering turnover and unemployment.
A Review of the Professional and Academic Literature
Following is a review of the literature surrounding engagement and the impact on
employees. The research question for this study was: What strategic planning tools can
HR leaders in small-sized cloud-based data storage companies use to enhance employee
engagement? For the search, I focused on several factors, including both the positive side
of engagement and the adverse effect of a disengaged workforce. I reviewed 94
11
documents, articles, books, and publications, with 87% published between 2013 and
992017. Seventy-six references (90%) are peer-reviewed articles and publications within
5 years of the study, while seven (10%) are also peer-reviewed articles that are older than
5 years of the study. Ten references (8%) are books used to explain the effects of
engagement and the theories regarding social behavior and workplace satisfaction.
ProQuest, government websites, Organizational Development, HR, and HRM Journals
were the main search engines. Search terms included: engagement, culture, strategy,
retention, and HR.
I focused my research on the combined components of engagement and HR as
they related to one another, and the success of businesses with active engagement through
retention or company accolades. The intentions were to review the following: (a) human
resource strategies for engagement, (b) preservation of quality and engaged employees,
(c) maintenance of workplace satisfaction and continued employment, and (d)
independent and social behavioral influences. The following review incorporates
descriptions of engagement, HR involvement, and strategic tools from various works of
literature. The results of the literature review include an analysis of Bandura’s social
cognitive theory as it relates to employee engagement.
Definitions and Evolution of Engagement
An evolution of the evolving terminology of satisfied employment environments
requires an explanation. Schubert-Irastorza and Fabry (2014) studied the use of the term
job satisfaction to evaluate a satisfied employee from the early 1900s to the 1960s. They
reported satisfaction derived from an employee’s feelings of success and contentment.
12
Following this period was the study of burnout as a physical and specific reaction to
overwork. Sinatra, Heddy, and Lombardi (2015) discussed the effects burnout has on job
satisfaction and the need for additional research in the areas of employee fulfillment. In
the 2000s, researchers narrowed focus on the engagement of employees (Sinatra et al.,
2015). Schubert-Irastorza and Fabry suggested engagement, though related to job
satisfaction, had previously been researched by scholars as a part of attitudes and
approaches to the workplace. Sinatra et al. described different types of engagement as
emotional, behavioral, and cognitive. All categories of engagement can be internally
motivated or externally enforced or enhanced (Sinatra et al., 2015).
Schubert-Irastorza and Fabry (2014) noted the differences in perspective from a
generational viewpoint regarding the attitudes and expectations of workers. It is
imperative for leaders to understand generational differences in their employees to assist
with creating a sense of belonging which can contribute to the employee’s emotional
engagement (Sinatra et al., 2015). Engaged employees are participating in cognitive
engagement when they choose to self-regulate and find purpose and meaning in their
work (Sinatra et al., 2015). The energy and determination of an engaged employee
defines behavioral engagement (Sinatra et al., 2015). Each of these types of engagements
is about individual participation.
HR leaders can assess the needs of organizational and singular engagement
(Ozcelik & Uyargil 2015). Schubert-Irastorza and Fabry (2014) discussed the significant
impact of positive psychology on employee satisfaction, stating increased positive
feedback, environments, and leadership, led to employee satisfaction rising year after
13
year in the organizations they studied. Changing the focus on the environment of the
business from the negative aspects of employees to what leaders can change to
encourage, motivate, and engage workers led to increased employee satisfaction
(Schubert-Irastorza and Fabry, 2014). Schubert-Irastorza and Fabry suggested active
environments involving employees in strategy and day to day operations are impacted
from employee’s reactions and is a natural influence on work engagement. Schubert-
Irastorza and Fabry implied different managers have the potential to change their
organization with the assessment and incorporation of the HR managers.
SCT and Engagement
SCT involves the reasoning of the actions of individuals (Bandura,
1997). Employees can justify their actions using the reasoning of following the actions
of leadership and others (Bandura, 1997). Engagement relates to and affects the
responses of others (Vera et al., 2014). Vera et al. discussed the self-efficacy connection
with workplace engagement, stating with increased self-efficacy there is significant
increased engagement leading to using SCT as the catalyst to change the
culture. Leadership and the attributes of employees alter the culture of businesses (Bal et
al., 2013). HR professionals can assess the current culture of an organization and use
SCT to design strategies using the desired actions of leadership (Bal et al., 2013).
Bakker, Rodríguez-Muñoz, and Vergel (2016) studied the SCT on engagement
through imitating co-workers. The authors sought to discern the effects of employees and
coworkers modeling the behaviors of other satisfied colleagues and leaders, also called
job crafting, and found employees were more engaged when leaders were also engaged
14
(Bakker et al., 2016). Bakker et al. also discovered a clear corroboration between
employee engagement and environment where employee engagement relates positively to
an employee’s work environment (Bakker et al., 2016). Researchers use the SCT to
suggest the behaviors and attitudes of others influence the business climate, whereby
engagement is a direct result of the environment (Bandura, 1997). The environment of an
organization can transform through individual perception of available resources such as
other coworkers’ availability, training, and social support (Lorente, Salanova, Martínez,
& Vera, 2014). Combining personal resources and job resources with positive
perceptions of leadership and other employees aligns with the SCT predictors (Lorente et
al., 2014).
Through the theoretical lens of SCT, HR professional can design multifaceted
engagement strategies, focusing on individual perceptions, group perspectives, and
organizational interactions (Fearon, McLaughlin, & Morris, 2013). Clear communication
and action from executive leadership is imperative when strategizing, especially when the
purpose is to change. Following the SCT, Bandura (2007) suggested, helps HR leaders
be cognizant of interactions between coworkers and perceptions. Any size organization,
from small private entities to large businesses, have leaders who can practice the SCT to
employ positive perceptions of leadership and individuals (Bo-Chiuan, Wen-Hai, &
Ding-Guo, 2015).
Indicators of Employee Engagement
The measurements of job satisfaction, burnout, and work engagement vary, but all
include the basic commonality of pay, promotion, and growth opportunities (Schubert-
15
Irastorza & Fabry, 2014). Researchers use multiple tests as tools to assess levels of
satisfaction and engagement as a collective expression of an employee’s well-being
(Schubert-Irastorza & Fabry, 2014). Sinatra et al. (2015) listed challenges of measuring
engagement, including (a) the interpretations of the definition of engagement, (b)
personal and developmental differences, and (c) using a single instrument. As stated
previously, leaders may have differing perspective and definition of engagement, Sinatra
et al. discovered these differences create a challenge in which definition to measure. The
personal and developmental differences of employees is challenging to measure in
engagement because the results of surveys are skewed based on the preferences and
stages of employees (Sinatra et al., 2015). Choices in gauging employee engagement
create an excellent opportunity to provide detail to existing research as well as continue
to develop new ways to define and evaluate engagement (Ozcelik & Uyargil 2015).
Job satisfaction. Job satisfaction often correlates with employee engagement and
turnover; the higher the satisfaction, the higher the engagement, and the lower the
turnover (Schubert-Irastorza & Fabry, 2014). Quinn and Thorne (2014) focused on
Texas public employees and discovered several reasons for turnover, including high
stress, opportunities elsewhere, and inadequate supervision. Due to these challenges and
the higher rate of anticipated retirements, Quinn and Thorne defined the specific factors
related to the decrease in job satisfaction at tertiary institutions and included the
environment as a single factor. The authors used a behaviorist epistemological approach,
citing Skinner and his research on the effect of environmental factors on individual
behavior (Quinn & Thorne, 2014).
16
Truss et al. (2013) noted where satisfaction and engagement were high, business
was profitable. Quinn and Thorne (2014) hypothesized quality of work, total
compensation, and supervisor effectiveness are positively and significantly related to one
another and job satisfaction. Quinn and Thorne used a correlational model and structural
equation modeling (SEM) to analyze data gathered through survey responses from staff
employees at seven public 4-year higher education institutions in Texas. The results did
not indicate significance in organizational effectiveness, quality of work, total
compensation, or supervisor effectiveness as an indicator of job dissatisfaction (Quinn &
Thorne, 2014). The results are likely an outcome of delimited data collected and not
interpreted as a business leaders understanding of organizational effectiveness.
Lack of engagement. Burnout is the antithesis of engagement (Studer, 2015).
Barkhuizen et al. (2014) defined negative employee engagement practices using burnout
to describe a lack of energy and responsiveness to the needs of the job or other
employees. Barkhuizen et al. compiled data using job demands and job resources as a
standard for evaluation and explanation of burnout and work engagement. They
surveyed 2,000 randomly selected staff from six South African universities. The team
sorted the data into a list of characteristics which included age, education, and gender.
Participants were a mix of teachers (30%) and staff (70%), ranging in age from 30-65,
and level of education from High School diploma to terminal degree (Barkhuizen et al.,
2014). Barkhuizen et al. determined burnout was negatively related to work engagement
and positively related to job demands while also inferring that the availability of job
resources increases work engagement.
17
A lack of appropriate job resources is one possible example why some employees
become disengaged. However, Barkhuizen et al. (2014) said not all burnout can be
traced back to the lack of job resources. Some burnout occurs due to personal issues or
general characteristics of the individual. Henson (2016) suggested leadership has a
significant impact on the probability of employees suffering burnout. Leaders showing
empathy and engagement with their staff should be recruited and maintained as leaders
within their businesses to reduce the incidence of burnout (Henson, 2016). Motivation
and energy are key components of driving business process, suggesting people with a
higher tendency for optimism focus more on what resources are available rather than
what the job demands (Barkhuizen et al., 2014). Characteristics including positive
attitudes and energy in managers will also assist in reducing burnout.
Emotional and physical reaction to a lack of engagement. A lack of
engagement can manifest in physical ways, negatively affecting the health of employees
and businesses profitability (Conway, Fu, Monks, Alfes, & Bailey, 2015). Shuck,
Twyford, Reio, and Shuck (2014) discussed the cognitive, emotional, and behavioral
effects of a disengaged employee. These effects can cause an employee to show
decreased outputs of performance, resulting in poor performance, poor review, and
possible disciplinary actions (Shuck et al., 2014). Perceived support of personal values
increases employee emotional engagement and manifests in positive attitudes (Shuck et
al., 2014). The physical reaction of disengaged employees can exhibit signs of excessive
leave, more than once a week, due to actual or potential illness. When employees have
18
less time at work, productivity is affected not just by individual performance, but team
and group efforts as well.
Evaluation of Engagement
Evaluating the individual responses to specific questions, such as in employee
surveys, can assist in finding patterns and commonalities (Bakker & Schaufeli, 2003).
Ozcelik and Uyargil (2015) stated compiling data from the consensus of team members is
valuable in discussing traits of teams and their successes and failures. It is important to
understand surveys are not the only way to evaluate engagement levels, but can be used
to create a foundation of data (Sinatra et al., 2015).
Employee surveys. Surveys asking workers to assess their standard of
engagement with an organization are the most efficient way to receive feedback
compared to individual interviews (Mayo, 2016). Surveys can consist of a series of
simple questions created by the surveyor or a more formal assessment tool such as the
Utrecht Work Engagement Scale (UWES) updated by Bakker and Schaufeli in 2003.
The UWES was designed to differentiate between burnout and engagement (Bakker &
Schaufeli, 2003). Byrne, Peters, and Weston (2016) studied the UWES as a valid tool for
measuring engagement and endorsed it as a useful assessment for capturing job attitudes.
As Mayo (2016) reported, a challenge with surveys is understanding responses.
While some employees may be disengaged, others may simply be having a bad day.
Another way to recognize and compare engagement between employees is through
consistent or excessive time off, happening more than once a week, every week. Mayo
suggested other actual performance and productivity measures might be the best indicator
19
of engagement levels, such as sales and financial goals. With many administrative and
support areas not providing revenue, value and return on investment are difficult to
assess.
Group Measurements. Measurement as a group can help determine the
consensus of a team but is limited in its ability to understand collective awareness
(Barrick et al., 2015). Measuring a team’s engagement as a group is relevant in terms of
differentiating reasons why there are distinct levels of engagement throughout an
organization. Leaders employ a group survey, such as the UWES, to determine general
job attitudes (Byrne et al., 2016). The results of this research can enable leaders to
respond to critical issues, leading to contribution efforts rather than a disengaged
workforce (Byrne et al., 2016). In using this information, a culture change, if necessary,
can be addressed and managed by HRM and practices.
Assessing work-family balance. A potential component of assessing
engagement is in the work-family balance (WFB) of employees. WFB affects the focus
of a worker and their output for the employer (Chernyak-Hai & Tziner, 2016). When
there is a balance, both perceived and actual, of WFB and limited work-family conflict
(WFC), engagement is high (Chernyak-Hai & Tziner, 2016). Chernyak-Hai and Tziner
(2016) suggested higher engagement leads to higher burnout and WFC, without
addressing individual differences, which is a potential affirmation of the SCT, suggesting
group versus individual cognition is valid. Rofcanin et al. (2016) assessed the
performance levels of employees who believed their supervisor was supportive of a
family and work-life balance or WFB. Rofcanin et al. suggested the practice of HRM
20
systems used by business leaders involving flexible schedules, policies, and practices
surrounding a supportive family-friendly culture, will ensure WFB of employees
(Rofcanin et al., 2016).
Engagement and Personal Behavior
Individual behavior translates into self-efficacy based on the person. A person
with high self-efficacy is a productive and engaged worker, while lower psychosocial
self-efficacy can lead an employee to feel more negatively towards a variety of
engagement opportunities (Bandura, 1997). Ventura, Salanova, and Llorens (2015)
studied the notion of SCT as a forecaster of an employee’s engagement or burnout. One
difference between positive self-efficacy and negative self-efficacy is reaction and
behavior to challenges, either viewing challenges as a growth opportunity (positive) with
enthusiasm or a detriment to success (negative) with resentment (Ventura et al., 2015).
Ventura et al. explored this either negative or position reaction as a predictor of an
individual’s propensity to engage. Response to a challenge as a hindrance to continued
successful work would be expressed in those with low self-efficacy and ultimately lead to
burnout (Ventura et al., 2015). Someone who thrives on a challenge and seeks to better
themselves or their position because of the problem is said to have high self-efficacy and
therefore is engaged (Ventura et al., 2015). The rewards and consequences as portrayed
by other coworkers within an office positively or negatively affects self-efficacy with the
SCT by allowing the individual employee behaviors to adjust accordingly (Bandura,
1997).
21
Perception and Trust
Trust in an organization’s ethical standards and the environment is required for
the engagement of workers (Hough, Green, & Plumlee, 2015). In the social context,
untrustworthy co-workers and supervisors can lead to hostility and angst (Hough et al.,
2015). Maslow’s (1970) needs hierarchy includes the self-actualization of an individual,
relevant to employment, the need to continue to progress and cultivate as an employee
(Dutton & Kleiner, 2015). Nurturing employees is a manager’s responsibility, ensuring
each team member receives recognition and acknowledgment of contributions to the
company (Sikora & Ferris, 2014). Without direct involvement or contact, an employee
may perceive the lack of recognition akin to disapproval or disappointment leading to a
negative perception detrimental to an organization's engagement efforts and strategy
(Sikora & Ferris, 2014). Gupta (2015) conducted a survey to assess the perception of 50
employees in three different companies using a questionnaire method. Gupta’s sample
was limited, but he determined the knowledge of the engagement strategy to be lacking,
contrary to what the leadership team understood.
Barrick et al. (2015) discussed the contagion of a positive environment and the
effects of common perceptions among team members. Once the organization sets an
example and expectation of performance, including how to achieve rewards, the
collective group will eventually react accordingly (Barrick et al., 2015). Complementing
Bandura’s (1977) SCT, the entire team could entirely influence the individual employee's
engagement. Different perceptions create an opportunity where the executive team will
enforce the vision and culture of the organization and ensure it is in alignment with
22
personal and group actions. Romans and Tobaben (2016) evaluated the financial benefits
of business with increased engagement and discovered a significant increase in market
share. By reviewing group behavior and reacting quickly to any negative feedback,
managers can affect the engagement of the team.
Chaudhary, Rangnekar, and Barua (2012), found perception was the primary
component for establishing self-efficacy. Perceptions of HR applications, leadership’s
interaction, and overall corporate culture were the most influential in determining the
output and measure of individual performance (Chaudhary et al., 2012). Perceptions of a
diverse and inclusive company are additionally invaluable to an organization (Downey,
van der Werff, Thomas, & Plaut, 2015). Inclusivity is defined as the individuals feeling
of belonging, being trusted and involved with a variety of information and resources
(Downey et al., 2015). Diversity is an organization’s commitment to hiring individuals
without regard to background or belief and maintaining an assortment of people from
varying upbringing, ethnicities, and culture to enhance the company’s environment
(Rodriguez & Lamm, 2016). To manage perception, leaders must take action to bring
together trust, diversity, and inclusion (Hough et al., 2015).
Engagement and Social Behavior
As stated in Bandura’s (1997) SCT, the social behavior of individuals and groups
can be studied to provide researchers evidence to both positive and adverse effects.
Social behavior in the work environment is individually perceived and can result in
actions affecting actual tasks and relational aspects (Consiglio, Borgogni, Di Tecco, &
Schaufeli, 2016). Consiglio et al. analyzed the social facets and self-efficacy
23
relationships related to engagement and the working environment. In the study,
Consiglio et al. ascertained perceptions of social behavior and reactions to the social
context have to influence the actual performance of an individual and by default their
level of engagement.
In the social context, managers have the potential for greatest impact on
individual workers through the four fundamental sources for generating efficacy as
expressed by Bandura (1997). The four sources are: (a) mastery and vicarious
experiences, (b) verbal and social persuasion, (c) modeled behavior, and (d) affective
states or physiological response (Bandura, 1997). Per the research conducted by
Chaudhary et al. (2012) providing positive feedback, opportunities to practice and
produce work, and developmental training, will result in increased efficacy in individuals
and create a social perception of a positive environment and engagement.
Social Cognitive Theory. Bandura’s (1997) SCT is used to describe self-efficacy
as a large part of the social context where individual actions and interactions occur
(Consiglio et al., 2016). When social needs, such as communication and recognition, are
perceived as met and even increase over time in a working environment, increased
engagement is evident (Consiglio et al., 2016). In aligning SCT to the recognition of
both the individual and social aspects of the climate of an organization, individual needs
are relevant in assessing the level of engagement. Contributing to the organizational
climate is the HR department with the ability to create, initiate, and maintain programs
and services, enhance social needs and work with all leaders to ensure encouraging and
sustained self-efficacy (Chaudhary et al., 2012).
24
Culture. Dutton and Kleiner (2015) recognized the importance of the hiring
process regarding organizational culture. While a potential employee may be the perfect
fit for the skills level, a mismatch in cultural similarities could be disastrous for both
employee and employer. In these cases, it is imperative the hiring manager, and HR
representative understands the company culture to evaluate an individual’s potential
struggle with assimilation (Dutton & Kleiner, 2015). Adapting to a new culture by way
of Bandura’s (1997) SCT can engage an employee immediately by aligning with other
staff (Dutton & Kleiner, 2015). The negative possibility in this situation is following the
example of a non-engaged or even disruptive co-worker.
Culture can be formidable in working towards engagement or be the cause of
worker disengagement (Sikora & Ferris, 2014). As an engaged culture is presented and
practiced by management, increased activity will cause a reduction in turnover and an
upsurge in business performance (Romans & Tobaben, 2016). Culture can also form
when a corporate strategy is an intentional change within the organization (Surijah,
2016). Once HR identify the intended culture, it is their responsibility to encourage
corporate culture by way of strategic human resources planning (Surijah, 2016).
Engagement and Performance
Engagement defined and assessed by different researcher’s reports and studies
link engagement and performance, and how the HR function performs within this
environment (Ozcelik & Uyargil, 2015; Shuck et al., 2014; Truss et al., 2013). Using
Kahn’s theory (1990), engagement is an individual’s attitude and productivity in the
workplace. Truss et al. (2013) pointed out several areas where engagement has a direct
25
correlation to organizational performance. Evaluating the gaps in the current research of
HR management actions and the effect on increased employee satisfaction insisted a
positive environment and attitude from management would enhance overall engagement
(Truss et al., 2013). Leaders at all levels, especially human capital focused areas, can
affect culture and engagement in business (Shuck et al., 2014).
Ozelik and Uyargil (2015) used the AMO framework to explore performance,
where A is ability, M is motivation, and O is the opportunity to perform. Ozelik and
Uyargil stated the AMO concept proposes individuals must have the ability, motivation,
and opportunity present to perform if one is missing there is no performance. Using the
AMO framework as a single idea, engagement can be the sole benefactor of increased
production and positive culture (Ozelik & Uyargil, 2015). Another review suggested
high engagement could have an adverse impact if the employer is not fulfilling the needs
of the employee, such as rewards, recognition, or other non-engagement activities (Truss
et al., 2013).
There is additional discussion about the need for research surrounding the
engagement and power as well as micro- and macro-level processing of information and
subjectivity (Truss et al., 2013). The inclusion of the HR professionals and their
connection to the individual and organizational benefits potentially result in encouraging
employee engagement. Rofcanin et al. (2016) suggested achieving an increase in
performance by supervisors and organizations maintaining and creating a culture
supportive of family responsibilities. A company whose culture promotes balance and
26
acceptance of family before business can expect an increase in loyalty to the job and
work performance (Rofcanin et al., 2016).
Engagement and Turnover
A cross-sectional quantitative research performed by Takawira, Coetzee, and
Schreuder (2014) was designed to explore the relationship of job embeddedness, work
engagement, and turnover in higher education. The intention was to devise retention
strategies for higher education institutions, noting the expense of turnover on
organizations (Takawira et al., 2014). The researchers explored what causes turnover and
how to increase job satisfaction and embeddedness. The survey included 153 individuals
working for a South African higher education institution (random sample). Participants
were African mid-career females who had been in their current position at least five
years. Data were analyzed using standard, approved scales and SSPS software and the
results showed a positive relationship between job embeddedness and work engagement
and negative correlation with job embeddedness and turnover (Takawira et al., 2014).
The data interpreted by the researchers identified embedded employees as less likely to
leave an organization than engaged employees (Takawira et al., 2014).
Dedication and embeddedness in an institution are shown to have the greatest
impact on turnover intentions (Takawira et al., 2014). Job resources such as mentoring,
personal growth and an active supervisor also attest to enhanced embeddedness and
engagement. Takawira et al. suggested further exploration for HRMs in personal and
professional development to decrease turnover. Memon et al. (2016) studied the
additional support of including adequate and valuable training as a deterrent to turnover.
27
Turnover Intentions. An employee’s plan to leave a company has many
reasons, but often engagement is the most prevalent. Shuck et al. (2014) studied the
effect of engagement on the intent to terminate an employee. Their results indicated a
strong correlation between the cognitive and behavioral aspects of an employee and their
likelihood to leave their employer. The cognitive and behavioral relationship shows
positive interactions with the HR development area, to include feelings of value and care,
will decrease voluntary turnover (Shuck et al., 2014). When managers include
opportunities for advancement and provide support for their staff, the intentions to vacate
their position will also decrease.
Costs. There are costs to both the individual as well as the employer. When an
employee chooses to decide whether to leave an organization, he must consider monetary
costs as well as the psychological costs. Al-Emadi et al. (2015) suggested those costs
differ depending on the engagement of the person and the behavioral attitude at the time
of consideration. The costs to the employer also vary depending on the level of the
employee skill set and knowledge base. While exact costs vary, recruiting and training a
new hire to be 100% productive can cost at least 25% of the employee’s annual salary,
not including the lost productivity until the new hire is at full capacity (Ballinger et al.,
2011). Another possible cost is the loss of skill or knowledge from a long-term employee
that is lost with the individual.
Engagement and Retention
Retention of qualified, quality employees is ultimately the intention of every
leader. A business owner must rely on his employees to keep his business running.
28
When there is a high turnover of good employees, the result can be catastrophic (Memon
et al., 2016). An effective personnel leader, usually the HRM, must assess why the most
talented people are leaving. Once the determining factor has been evaluated and
presumably, corrected, the next phase of retention begins with reconstructing the hiring
process (Memon et al., 2016). If a company has a history of high turnover, the perception
could be a management problem, people problem, or money problem. Frigo and
Ubelhart (2016) detailed the many areas where human capital management and financial
stability are combined. Combining human capital with financial stability enables the HR
team goals to include retaining quality employees by ensuring positive change has
occurred. Often, a company’s reputation precedes employment opportunity in the
workplace, especially in the rapidly evolving world of technology (Frigo & Ubelhart,
2016). It is at this point employee engagement, and retention intertwines, where the
leaders need to keep the best employees engaged and ensure new hires are assimilating at
the beginning of their employment. Besides the financial cost and potential loss of
specialized knowledge, the loss of stability in strategic infrastructure could prove fatal to
any business (Memon et al., 2016). In addition to finding and keeping the right talent, it
is also important to remove individuals whose visions, attitudes, and attributes do not
align with the organization's culture, strategy, and goals (Frigo & Ubelhart, 2016).
Strategy
The definition of strategy is as varied as engagement theories. Leaders use
strategy to help define the method one is going to use to reach a target, and the most
relevant definition for this study is the result by way of means and behaviors to achieve a
29
goal (Miller, 2016). Most leaders have the expectation to create such a path to assist their
team in attaining the goal. One of the challenges with strategy is the commonality or
shared ideals with an organization's missions, values, and goals (Miller, 2016). For this
reason, having a clear and relevant vision is paramount to any successful strategic
endeavor.
Strategy without successful implementation is not useful; an implementation must
be carefully planned and executed for a strategy to produce the intended results (Miller,
2016). HR leaders can induce other leaders to accept plans with the proper tools and
support (Sikora & Ferris, 2014). Without support from executive leadership, the
availability of tools regarding engagement strategies, and the line manager’s ability to
implement those strategies, an engagement strategy is impractical (Ozcelik & Uyargil,
2015). Akin to the AMO theory, there must be three things in place: support, tools, and
ability, for a strategy to succeed (Ozelik & Uyargil, 2015).
Engagement and Strategy
Engagement and strategy work together to produce an environment of
productivity and satisfaction for employees and businesses (Surijah, 2016). Leaders
create mission statements and visions to provide a foundation for their organizations to
create commonality and purpose. Visions for organizations must be clear and have
leaders who can make those ideas materialize (Surijah, 2016). Seemann and Seemann
(2015) suggested strategies including managing workplace energy levels. Reenergizing a
sagging workforce by individually assessing the needs of the worker through the balance
of workload, is essential to transforming a company’s culture (M. Seemann & T.
30
Seemann, 2015). Strategies designed by organizations or leaders discuss an important
step towards enhancing the contributions and balance of the worker. As an employee has
the desire and capacity to assist in the helping the organization succeed, a definition of
engagement, strategizing a worker’s motivations for engagement is paramount (Dutton &
Kleiner, 2015).
An engagement strategy involves leaders providing feedback, giving and
expecting accountability, and embracing the human capital value of the business
(Romans & Tobaben, 2016). To fully acknowledge the human capital, it is important to
recognize leadership’s responsibility to include employees in business and engagement
strategies (Romans & Tobaben, 2016). Phillips and Phillips (2016) suggested the
standard plan of talent is not enough in today’s environment and proposed HR
professionals address behavior and innovation in their strategic goals. Planning for the
future not just of an organization but also of a culture is important to drive strategic goals
of a business forward (J. Phillips & P. Phillips, 2016). Part of the focus of HR and
leaders of strategy is acknowledging potential future actions or policies. It is paramount
the opportunity to address the future is part of any and every strategic plan.
Strategic Tools
Completing an assessment is essential before leaders can decide on the tools to
use. Koomen and Zoanetti (2016) suggested the use of planning tools to assist with
assessing and creating a strategy. An assessment planning and review framework and a
capabilities assessment matrix are two types of tools used to create an organizational
strategy (Koomen & Zoanetti, 2016). Tools are used to provide a foundation for strategy
31
design, beginning with evaluating the needs of the business and ending with a plan for
with the intent to enact change require action (Poveda & Elbarkouky, 2016). To create
strategic plans, a variety of tools exist to ensure programs are relevant for an existing
company’s culture, needs, and expectations.
Gupta’s (2015) study on the perception of employees towards engagement
included a list of five strategic tools to use for increased engagement. The tools listed
were: (a) encourage involvement and create a challenging workplace, (b) encourage
creativity and originality, (c) promote meaningful communication, (d) provide
opportunities for additional learning, and (e) share information. These tools create a
baseline for leadership to explore and define or redefine current strategies to improve
engagement (Gupta, 2015). Human capital analytics are a means to identify links and
review metrics in the combined objective of people and finances for a successful business
(Frigo & Ubelhart, 2016).
Additional tools for strategy include the use of training and development of
individuals. Training is essential for the growth and engagement of employees, though
not at the risk of unnecessary spending to support a disengaged worker or workplace
(Memon et al., 2016). Memon et al. explored the relationship involving training and
development, employee engagement, and turnover intention. Employing the information
in the social exchange theory (SET), Blau (1964) suggested individual actions are the
result of responses to others. Memon et al. studied the rewards surrounding satisfactory
training. The results of the information led the researchers to suggest a positive
32
relationship between work engagement and training satisfaction, which corresponds to a
decrease in turnover intention (Memon et al., 2016).
Strategy and Human Resources
Strategy, culture, and HR have an intertwined relationship (Surijah, 2016). The
HR strategy follows and enhances the corporate strategy, focusing on leading the
activities in HR. Surijah explored the competitiveness of a global marketplace and the
importance of a company’s strategy involving not just innovation but human capital as
well. HR activities, corporate culture, and strategy link by recruiting and developing
talent who align with the environment of the organization (Surijah, 2016). Barrick et al.
(2015) described HRM practices as one of the resources available for a business
leadership to form and maintain advantages over other companies. HR leader’s
capabilities are the force behind securing a safe environment to engage fully in an
organization (Barrick et al., 2015). Researchers, using evidence-based research, suggest
human capital management connects with financial results based on the engagement of
employees (Frigo & Ubelhart, 2016). Frigo and Ubelhart stated the more engaged the
workers are, the more financially profitable and stable the business.
HR strategy should include management training focused on transformational
leadership, enabling leaders to respond to changing market and stakeholders’ wishes and
requirements (Surijah, 2016). The Organizational Dimensions and Performance diagram
(Figure 1) was designed to present a visual representation of how strategy, culture, and
HR combine with human capital to influence a business’ output (Surijah, 2016). Within
the corporate and HR strategy is the responsibility to support the company and both
33
internal and external stakeholders. Human capital and the engagement of people is the
internal focus of strategy (Cosby, 2014). Strategies will prove most successful by
incorporating group and individualized communication, along with the ability and
willingness to change (Miller, 2016).
Figure 1. The Organizational Dimensions & Performance. A visual representation of
how the organization’s HRM side of business flows and influences corporate output and
performance. From “Global environment, corporate strategy, learning culture and human
capital: A theoretical review” by A. B. Surijah, 2016, International Journal of
Organizational Innovation, 8, p. 196. Copyright 2016 by Andreas Budihardjo. Reprinted
[or Adapted] with permission.
Both Surijah (2016) and Park (2015) discussed the importance of a company’s
leadership who will embrace the prospector strategy. A prospector strategy encourages
innovation from the enterprise and the employees, additionally providing opportunities
for employees to have an impactful role in making decisions regarding the changes and
financial implications of the future of the organization (Park, 2015). HR professionals, in
their design of policies and procedures, employ prospector strategy by involving financial
34
implications and creativity applications, and team building and engagement activities
(Surijah, 2016). Park stated by allowing an employee to become intimately involved, and
having both a positive and adverse financial effect on their pay, would ultimately affect
the engagement level.
Human Resources and Engagement
HRM systems and the practical implementation of practices guiding increased
levels of engagement and productivity are critical in the discussion of this study. Ozcelik
and Uyargil (2015) contributed to the literature by exploring the effectiveness of
execution of HRM strategies by line managers. Line and staff managers are often the
transmitters of strategic action and can affect whether policies and procedures, designed
by or using HRM systems, are working as intended. Sikora and Ferris (2014) discussed
the importance of implementation of systems on the culture and climate of an
organization, political considerations, and support of management. When line managers
feel included in decision-making and backed by the organization, implementation of
HRM systems are positively affected (Ozcelik & Uyargil, 2015). Sikora and Ferris
suggested increased performance of a business is directly related to the productive
development and implementation of HR practices.
Chaudhary (2014) stated organizational climates are a direct result of HR
practices and policies. In his study, Chaudhary posited the global change from general
HR practice to a more defined and concerted effort towards strategic HR developmental
plans. HR leaders can influence organizational climate with strategies designed to
increase engagement (Chaudhary, 2014). Park (2015) suggested HR leaders not only
35
influence employee engagement through business environment but should also focus on
shaping corporate strategy in the beginning.
Human Resources Leaders
HR leaders have been the personnel-focused, sometimes referred to as human
capital, part of all businesses (Bal et al., 2013). As recent literature authors suggest, a
personal focus is becoming more and more important as companies learn to handle
fluctuations in markets, ideology, and generational differences (Bal et al., 2013). HR
leaders are now expected to assist in creating, or changing the culture, evaluate
challenges, and act as liaisons for executive management and line employees. HR
professionals are managers of data and metrics and can use these data to make
recommendations for change, aligning with, and showing financial implications of active
engagement (Frigo & Ubelhart, 2016).
Financial performance of a company, while usually a separate department from
HR, should be highly engaged in all aspects of HRM, especially in retention of key
employees. Frigo and Ubelhart (2016) discussed the importance of pivotal employees,
those employees whose knowledge is unique to the organization or skillset is so
specialized a loss would be critical to the success of the business. On most occasions, the
HR manager understands the roles individuals assume and abilities, education, and
training of team members. The information retained or retrieved by HRM’s will assist
senior leaders with creating a strategy to ensure the longevity of those key personnel by
keeping them engaged (J. Phillips & P. Phillips, 2016).
36
Bal et al. (2013) assessed the engagement and transactional productivity of
employees regarding the strategies and systems designed by HR leaders. After analysis
of their data, they concluded a robust HRM system positively correlates with a positive,
productive culture. The more engaged and fruitful an employee is, the more helpful an
active and involved HRM strategy is necessary. HR group activities can be the catalyst
to a long-term mutually beneficial relationship between the employee and employer by
providing clarity and understanding, even strategic enhancements, to pay, performance,
and expectations (Barrick et al., 2015). Understanding engagement business practices,
leadership’s vision, and focusing on the initial hiring and retention of employees is an
essential HR leader’s function fundamental to increased engagement (Barrick et al.,
2015).
Memon et al. (2016) stated how important it is for HR executives focus to include
not only training but also satisfying training for the employee. Training providing little
to no benefit for much of the workers is not only ineffective but also wasteful of time and
funding. Generational interests are important when leaders are designing training and
engagement strategy (Memon et al., 2016). Bal and De Lange (2015) studied flexibility
with HRM processes, incorporating generational changes and balance, discussing the role
leaders take regarding including the age of workers in being flexible with options. The
results of this study prompted the researchers to suggest the availability of flexibility was
more important than actual use (Bal & De Lange, 2015). Another finding was age related
only in respect to motivators behind the flexibility options (Bal & De Lange, 2015). The
37
knowledge to gain here is an understanding of the workforce to determine the appropriate
strategy needed and communicate the flexibility of engagement opportunities.
Assisting individuals with efficacy and empowerment, allowing them to feel as
though they matter and are appreciated every day, is another example of active and
engaged HR leaders (Romans & Tobaben, 2016). Showing gratitude and appreciation for
a job well done should be part of a manager’s mission every day. Enjoying the day to
day is also an important part of workplace engagement, though there are differing
opinions on what is enjoyable (Sikora & Ferris, 2014). Plester and Hutchison (2016)
studied the relationship between engagement and fun, resulting in the advocating of
workplace fun as a productive and enjoyable part of engagement. Meaningful fun for the
culture of an organization is essential to attain engagement goals; fun, for some
individuals, is a productive and appreciated day (Plester & Hutchison, 2016).
Understanding the challenges and changes in a workplace environment is paramount to
understanding the success of the business.
Conclusion
The previous literature review explored the combined components of engagement
and HR as they related to one another and the achievement in business. This information
covered relevant studies with a focus on the following (a) human resource strategies for
engagement, (b) retention of quality, engaged employees, (c) maintenance of workplace
satisfaction and continued employment, and (d) independent and social, behavioral
influences. The previous information detailed incorporating the financial aspects of
business, human capital and resources, and leaders on the strategic goals of HR
38
leadership. The result is the explanation of why strategic engagement tools are relevant
and how the literature is lacking in assisting with the design and business application for
other organizations. The intent of this literature review was to explore opportunities for
increased awareness of engagement practices and strategies, and definitions of both.
As leaders and employees are unique individuals, it is not an easy, static solution
to find and keep qualified, quality, and engaged employees. Senior leaders and HR
require teamwork to ensure a healthy and engaged staff (Conway et al., 2015). It is
imperative for each leader to evaluate his team members to discover how to engage the
team as members (Consiglio et al., 2016). HRMs can assist executives in understanding
why employees leave, and what motivates them to come to work in the first place.
Transition
Section 1 of this proposal includes the definitions, terms, limitations, and
literature review surrounding the business problem initiated by this study. The purpose
of this qualitative, single case study was to explore strategic planning tools HR leaders in
small-sized cloud-based data storage companies use to enhance employee engagement.
Engagement encapsulates several forms of work gratification including pay, promotion,
and social interaction (Schubert-Irastorza & Fabry, 2014). The research question for this
doctoral study was: What strategic planning tools can HR leaders in small-sized cloud-
based data storage companies use to enhance employee engagement? The areas
discussed in the literature review were the definition and evolution of engagement, and
engagements relationship with the following: (a) performance, (b) measurement, (c)
strategy (d) HR, (e) personal behavior, (f) turnover, and (g) retention. The literature
39
review provided information on where future areas of study are available for research.
Areas for suggestion included: (a) HR involvement with organizational development, (b)
financial implications, and (c) HR participation in the overall operational aspect of a
company.
Section 2 addressed the following: (a) the role of the researcher, (b) participants,
(c) methodology, (d) design, (e) population and sample, (f) ethical standards, (g) data
collection process, technique, and analysis, (h) reliability and validity concerns, and (i) a
transition into Section 3. Section 3 began with restating the purpose statement and
research question, followed by a presentation of the findings, including business
applications, implications for social change, future study recommendations, and a final
summary.
40
Section 2: The Project
Section 2 includes a discussion of the qualitative methodology and interviews as
the instrument in accomplishing the task of assessing the data. The intention of the
interviews was to explore individual assessments of engagement and strategic tools. HR
and business leaders participated in the study.
Purpose Statement
The purpose of this qualitative single case study was to explore strategic planning
tools HR leaders in small-sized cloud-based data storage companies use to increase
employee engagement. The targeted population for this study was HR leaders working
for one small-sized cloud-based data storage company with fewer than 100 employees in
Orlando, Florida who have successfully used strategic planning tools to increase
employee engagement. The results of this study may provide business leaders techniques
and tools to improve employee engagement. Implications for social change include a
more engaged workforce leading to lower turnover and unemployment rates, positively
contributing to the local economy.
Role of the Researcher
My role as the researcher was as the data collection instrument and presenting an
accurate representation of findings (Yin, 2016). Researchers must follow protocol for
effective research (Yin, 2016). Interviewing protocol is the mechanism of examination
and conversation related to the research question (Patton, 2015). It is important for an
interviewer to communicate the intention of the study clearly, providing full disclosure of
the events and intended results as well as receiving either verbal or written consent
41
(Castillo-Montoya, 2016). Compelling interviews require a researcher to restrict
interpretation as much as possible by allowing the interviewee to explain, in their words,
what he or she is feeling or attempting to express (Moore, 2015). It is important for the
interviewee to feel comfortable and trust the interviewer to allow for full confession
without fear of reprisal or intimidation (Yemini & Sagie, 2015). As the researcher, I
gained trust by being open and honest, creating a safe environment by ensuring their
comfort, and supporting any questions received from the participants.
Other researchers (see Moore, 2015; Yemini & Sagie, 2015) suggested best
practices for case studies and qualitative research, and I incorporated those suggestions
using open-ended questions ensuring in-depth answers in a location outside of the
everyday workplace, recording the interviews for final collection. My understanding of
the general research topic is extensive, as I have worked for companies where
engagement was severely lacking and organizations where effective engagement was
aiding the leadership with increased profits, reduced turnover, and helping the company
in becoming a top employer. Geographically, I lived and worked in the area where this
study occurred. I have had a professional relationship with the manager for over 7 years
and intend to leverage her position within the company to gain access to the team (Yin,
2016).
It is the researcher’s responsibility to ensure ethical standards, mitigate bias, and
avoid personal interpretation (Fusch & Ness, 2015). In keeping with the protocol of the
Belmont Report (1979), I maintained respect for persons by protecting participant
anonymity and providing a safe space for interviewing. I also supplied an informed
42
consent document for signature describing information surrounding the study and the
ability to withdraw at any time (The Belmont Report, 1979). Following Castillo-
Montoya’s (2016) recommended interview protocol, interview questions aligned with the
research question. To limit bias, as suggested by Marshall and Rossman (2015), I
recorded all interviews and after analyzing conducted a follow-up interview to ensure
accurate interpretation of the data was received. Focusing on the data verbatim and
recording without interpretation mitigated bias with impartiality regarding prior
relationships (Marshall & Rossman, 2015). I used a computer program, NVivo 11, to
assist with reviewing data without a personal perspective.
Participants
The participants for this study were the HR leadership team at an Orlando,
Florida, small-sized cloud-based data management company. The selection of this
company was due to the proximity to the Orlando area and the availability of a local
organization aligning with the research question and engagement strategies (Marshall &
Rossman, 2015). The leadership team has proven strategic engagement tools, as
evidenced by the firm’s selection as one of the best companies to work for in Florida
(Florida Trend, 2016). This award is annually bestowed on companies whose policies
and practices and employees’ survey responses indicate positive characteristics including
culture and overall engagement (Florida Trend, 2016). To be eligible for this study,
participants must have had a role in the strategic design of engagement programs (Cleary,
Horsfall, & Hayter, 2014).
43
The strategic team at the chosen organization consists of the HR manager and the
Chief Operations Officer (COO). The HR manager has a Professional Human Resources
(PHR) designation and over 15 years of experience in HR. The COO has over 15 years
of combined expertise in leadership roles. I established relationships by ensuring I
followed proven protocols suggested by Anyan (2013), such as requesting the meeting
take place off-site. I contacted the participants via the online business directory of their
organization. Saturation occurred when all participants completed the interview and
provided detail about their involvement, without new concepts or ideas (Fusch & Ness,
2015). I followed up with each participant to confirm the details of their interview and
ensured their continued voluntary participation by reiterating the statement of
volunteerism.
Research Method and Design
Barnham (2015) suggested the difference between quantitative and qualitative
research isasking what? for quantitative and why? for qualitative studies. I selected the
qualitative method over the quantitative method due to the absence of statistical data
(Hesse-Biber & Johnson, 2013). The basis for this investigation was to understand what
type of strategic tools leadership used and why they choose the specific design of their
plan. A qualitative case study with face-to-face interviews was conducted to find
answers to the research question. Interviews collect data for analysis to create more
detailed understandings of behaviors and reasons behind actions (Anyan, 2013).
44
Research Method
A qualitative research method allowed for a gathering of comprehensive
information on individual participants’ thoughtful responses to the research question,
while quantitative research information focuses on the numerical value of data (Anyan,
2013). In using the qualitative research method, I found themes among participants
regarding their interpretation of engagement and strategy. Quantitative research is
sometimes used to provide researchers statistical data regarding what types of tools
varying businesses employ (Marshall & Rossman, 2015). As the qualitative research
method evolves and changes with time as innovative opportunities arrive, such as
increased use of technology, some researchers are seeking a different understanding of
the contributor’s feelings or expressions by seeking the answer to how? (Barnham, 2015).
In this method, how someone interprets information or differences in activities provides
even more accurate data to evaluate for research (Stage & Manning, 2015).
Another facet of qualitative research is the social interaction between researcher
and subject (Tumele, 2015). This social interaction aspect of qualitative methods leads to
a more natural setting for discovery with elaborate, systematic reflection on individual
participants (Marshall & Rossman, 2015). I considered the mixed methods approach
which combines both statistical data and contextual information, as turnover rates and
costs can be defined using numerical data. The focus of this research was less about
prices and costs and more about personal interpretations, expectations, and ideas,
ensuring the most logical choice was the qualitative method.
45
Research Design
A single case study design was used to gather relevant data regarding strategic
tools for engagement from individual perspectives. Researchers use the case study
design to provide an opportunity to assess the environment and personal voice of people
involved in a process (Aczel, 2015). A case study is excellent to use in validating side-
by-side comparisons of similar studies for relevant data (Aczel, 2015). The four other
design types are phenomenology, grounded theory, narrative, and ethnography. While I
considered phenomenology with the notion of engaged employees as a single
phenomenon (Graziano & Raulin, 2013), the details around a singular engagement plan
or activity would prove irrelevant in this study intended to understand strategic planning
tools leaders use. Johnson (2015) stated grounded theory is useful when there is a
quantified timeline to collect data; engagement is an evolving and changing process
based on the needs of individual and collective contributors. A narrative was not
appropriate because the researcher uses a narrative to study an individual lived
experience (Singh, Corner, & Pavlovich, 2016), and this study involved several different
people, with various interpretations of their realities. Ethnographic researchers use
ethnography to study shared cultural experiences over long periods of time (Hoolachan,
2016). Strategic planning tools used to increase employee engagement is not a shared
experience nor does it take place over time.
Population and Sampling
A review of the literature indicated a lack of strategic planning tools for
engagement in small cloud-based data management companies. This study was
46
conducted to understand successful engagement strategies. Within this organization, the
leadership team determined the size of the population to interview. The case study
design and best practices for gathering data defined the strategy. Fusch and Ness (2015)
suggested conducting interviews is a method of reaching data saturation. Robinson
(2014) recommended, and I used, expert sampling for this qualitative case study and the
sourcing targets HR leaders within a business. The requested interviews were voluntary,
and the information discussed was confidential to assist in ensuring validity, removing
bias, and maintaining proper ethical methods as recommended by Anyan (2013). My
interview questions were relevant to the selected method and research question helping
ensure saturation due to asking the same questions of multiple individuals and receiving
no new ideas after the second interview (Fusch & Ness, 2015). The questions were open-
ended and encouraged further discussion and in-depth understanding for an effective
interview. I fully disclosed the purpose of my research while informing the interviewee
of the ways I would protect their data, including paraphrasing their statements instead of
using direct quotes as recommended by Barnham (2015).
The targeted population utilized in this case study was chosen due to the company
being named in a local magazine as one of the top places to work in Orlando, FL. As HR
professionals are the human capital management experts of companies, it is natural to
suggest they act as a primary contributor to a company’s success and be part of the
population to interview (Conway et al., 2015). For this study, my sample was an
organization with purported highly engaged employees. Saturation occurred when there
47
were no new concepts or themes at the completion of the interviewing process (Fusch &
Ness, 2015).
Ethical Research
An ethical approach was required to ensure the protection of the rights of human
participants (Smoyer, Rosenberg, & Blankenship, 2014). Researchers use ethical
frameworks to investigate the way individuals perceive and analyze information when
making moral decisions (Abrhiem, 2012). Federal research guidelines require the
consideration of the safety of persons and information, ensuring further ethical treatment
of individuals (Smoyer et al., 2014). Walden University’s Institutional Review Board
(IRB) ensured full compliance with the rules and regulations required by Walden
(Walden IRB approval number 04-03-17-0459688). The authorization process of the
review board and information presented to interviewees is to maintain confidentiality of
individuals and protect the names of those who participate (Smoyer et al., 2014). In
describing and reading over the informed consent document, I intended to ensure
participants were aware of the option to withdraw from this study at any time without
consequence (Barker, 2013).
The individual’s position in the organization and as a member of the HR team was
relevant to the engagement strategy process and HR (Conway et al., 2015). To ensure
confidentiality, I did not record names during any session, only titles, and referred to the
participant with randomly selected numbers in all written documentation (Beskow,
Check, & Ammarell, 2014). The data received from the interviews is password protected
and stored securely for 5 years on a USB drive locked in a safe, and after such time
48
destruction will occur as is best practice (Barnham, 2015; Check, Wolf, Dame, &
Beskow, 2014).
Data Collection Instruments
The research instrument most used in qualitative research is the interview
question (Moore, 2015). In-depth interview questions were the primary tool for gathering
data (see Appendix B). The semi-structured interviews were held face-to-face in a
neutral environment to ensure opportunities for detailed responses.
The following question was the focus of my research: What strategic planning
tools can human resources leaders in small-sized cloud-based data storage companies use
to enhance employee engagement? Question 1 asked what is currently being used as
strategic planning tools. Questions 2 and 3 were intended to discern how the strategic
plan began. Questions 4 through 6 were designed to understand evaluation of the
planning tools or the strategic plan and next steps to increase employee engagement, if
necessary. Question 7 aimed to understand the communication of the strategic plan to
employee and key stakeholders. Question 8 sought to learn the maintenance procedures
of the strategic plan. Question 9 relates to review of the engagement strategy, and
Question 10 allows for open, continued dialogue about the strategic planning tools at the
participants’ discretion.
Individual interviews were scheduled at a local coffee shop with a one-hour
appointment time allotment. I selected a table with the least amount of outside
interaction or interruptions possible. Each interview took approximately 40 to 45
minutes to complete and was recorded with permission from each participant. I took
49
notes of specific valuable information relevant to the study. Upon completion, a follow-
up verification of information was conducted via telephone to guarantee the information
was paraphrased and then transcribed as intended by the participants. Data were also
collected through notes and transcription of the interviews. I transcribed the responses
from the written document to the computer using software designed to help analyze
commonalities and patterns.
Data Collection Technique
Case study data is collected through interviews, focus groups, or observations
(Göttfert, 2015). The researcher is the primary data collector in qualitative research
(Tumele, 2015). I used a recording application on my mobile phone to record interviews
and uploaded data on my personal computer to a folder created for this research. Once
downloaded, the record was transcribed word for word into a program designed for data
collection. This collection technique would not be appropriate for a large group, but with
only two participants, transcribing was an easy procedure to perform (Moore, 2015). The
advantage of an interview is the breadth of knowledge shared in a face-to-face meeting.
Interviews are also an economical choice as they only cost time. A disadvantage in any
interview is the reliability and truthfulness of the participant (Marshall & Rossman,
2015). Data collection via documentation is advantageous because of the ability to
mitigate bias with an exact replication of information provided (Tumele, 2015). The
tediousness and potential failure of electronic equipment is a disadvantage to document
collection (Moore, 2015).
50
Individual personalities, bias, and communication are a few of the potentially
harmful aspects of a face-to-face interview (Marshall & Rossman, 2015). A member
checking follow-up call was conducted with the participants to correct incorrect
information and ensure unbiased transcription. I followed the same order of interview
questions with each participant limiting off-topic and irrelevant data and assisting with
consistency.
Data Organization Technique
The events in the study were carried out chronologically, recorded using
timestamps, and randomly assigned numbers to help maximize confidentiality and
maintain organization. Color-coded, appropriately numbered folders reside on a
personal, home-based computer with a back-up on a thumb drive for a contingency plan
per recommendations from other researchers (Barnham, 2015; Check et al., 2014). The
personal, home-based computer is password protected with virus protection. Notes and
any written correspondence were scanned and uploaded to the appropriate folders. All
raw data received is password protected and stored securely for five years on a USB drive
locked in a safe.
Data Analysis
The analysis of qualitative data begins with understanding the different
approaches and proper use of analysis when researching a phenomenon, to ensure
validity and reliability (Burau & Anderson, 2014). One way to enhance research with
thick, rich, and well-rounded data is with the inclusion of triangulation (Tibben, 2015).
Triangulation in research uses four different types: (a) data, (b) investigator, (c) theory,
51
and (d) methodological (Wilson, 2014). Assembling data from differing individuals
helps explain both data and investigator triangulation; theory triangulation is evident
when more than one theory is analyzed; and methodological triangulation is employed
when analysts describe multiple methods (Wilson, 2014).
Data and investigator triangulation and analysis will allow me to view the data
from different angles to assess formidable information to process in the findings (Noble,
& Smith, 2015). Data analysis began with reviewing the recording and matching notes
and sorting data into common themes or statements. Next, I entered the data into a
qualitative analysis program, NVivo 11, to resort relevant information. The NVivo 11
system was important in managing the data by providing a place to collect, store, and sort
all data.
HR professionals are often expected to devise new ways to motivate and engage
employees (Frigo & Ubelhart, 2016). When a company is found to be a great place to
work, either by internal or external election, often, other leaders will seek out answers to
the question, Why them? The following questions were asked to understand what
engagement planning tools managers use:
1. What strategic planning tools do you have in place for employee engagement?
2. How did you find those specific planning tools?
3. How did you design your engagement strategy using the planning tools?
4. How are those strategies implemented?
5. How do you know when your employees are engaged?
6. How do you evaluate the effectiveness of the planning tools?
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7. How are other leaders informed about and responsible for engagement?
8. How do you maintain engagement?
9. How often do you review your engagement strategies?
10. Who is involved in the engagement strategy review?
11. What else can you add that would be relevant to this study?
The stages of analysis began with transcribing data from the recording device and
all notations to a single written document for each participant. A draft of the data
occurred and was triangulated using the NVivo11 system to identify similar phrases or
words. Using Tibben’s (2015) recommended application of triangulation to increase the
scope and depth of the research, the data collection from different persons, with differing
ideas and perceptions of the same questions, transpired.
Reliability and Validity
Reliability and validity are essential parts of research logistics to corroborate the
methodical, unambiguousness, and appropriateness of the research conducted (Leung,
2015). Without reliable and valid data, the research findings are not likely to be
recognized or utilized by scholars or businesses, negating the implications and
contributions to society. Nobel and Smith (2015) explored the specific words of
reliability and validity as terms in qualitative research, compared to quantitative. In
qualitative research, valid and reliable data is a way to provide credibility to a study
(Nobel & Smith, 2015).
53
Reliability
Reliability of qualitative data is relevant to relation to the consistency of data
(Leung, 2015). Without reliable information, the validity of research is at risk (Aczel,
2015). One way I ensured reliability was not to introduce new questions or skip any
question to any participant (Leung, 2015). Another way I sought to guarantee reliability
was to provide enough data and information so other researchers can mimic the study
using different variables (Noble & Smith, 2015). Being able to recreate the study with
the same theory provides reliability (Aczel, 2015).
Dependable research also encourages reliable information, improving the
trustworthiness of the data (Morse, 2015). Examples of ways to improve dependability
include: (a) using verifiable research practices, (b) making research resources available
for replication, (c) applauding high-quality replication studies, and (d) allowing for
alternative processes and methods (Funder et al., 2014). I will address dependability by
following all recommended practices while maintaining flexibility for individual
situations and occurrences (Morse, 2015). A crucial aspect of reliability is the ability for
others to perform the same type of study, confirming or refuting information with
minimal differentials (Aczel, 2015; Funder et al., 2014; Leung, 2015; Nobel & Smith,
2015).
Validity
Validity ensures the tools, procedures, and data are suitable for the qualitative
research (Leung, 2015). Without valid research, the findings are unreliable (Leung,
2015). The results from a case study will prove accurate if other studies find similar
54
results (Aczel, 2015). A method of reaching data saturation is the interview, with the
questions being the same for multiple participants (Fusch & Ness, 2015). I insisted on
removing threats to validity, such as bias and quality in the interview process, by
remaining neutral and not leading the interviewee in any discussion not focused on the
research question (Noble & Smith, 2015).
Morse (2015) discussed the validity of data with achieving rigor. Continued
engagement, tenacious observation, peer-reviewed and debriefed articles, and rich
descriptions are required for rigor (Morse, 2015). To achieve rigor, internal validity (i.e.
creditability), external validity (i.e. transferability), and objectivity (i.e. conformability) is
required (Morse, 2015). In this study, a recorded one-on-one interview was conducted
with information reviewed by peers and the participant for the creditability of data (Fusch
& Ness, 2015). Thorough descriptions and specific actions were specified in the review
process to assist with transferability to other studies (Azcel, 2015). Using triangulation
and effective assessment techniques of all data ensured objectivity (Morse, 2015).
Transition and Summary
Section 2 consisted of a review of the research methodology and design of the
study. Section 2 also provided an opportunity to discuss reliability, validity, ethical
standards, and information on data. A detailed description of the results and a report
about the study is in Section 3. Section 3 concluded with an analysis and summary of the
findings and an area specifying opportunities for future research.
55
Section 3: Application to Professional Practice and Implications for Change
Introduction
The purpose of this qualitative single case study was to explore strategic planning
tools human resources leaders in small-sized cloud-based data storage companies use to
increase employee engagement. Businesses need strategic planning and appropriate tools
to engage employees in not just their everyday duties but within the entire operation. The
use of engagement tools can increase the profitability of an organization by decreasing
turnover and receiving a higher output of employees (Al-Emadi et al., 2015). HR leaders
can assist executive management with the selection of tools, implementation, and
assessment to ensure the best value and success.
I conducted semistructured interviews with two participants in an organization
with positive employee engagement in Orlando, Florida. I asked open-ended interview
questions to allow for greater depth of conversation and expression of experiences. I
reached saturation after two participants and began data analysis. After transcribing the
data, I entered the information into the NVivo 11 qualitative analysis software program to
assist with analyzing the data. Emergent themes appeared after using the data and i
triangulation of data analysis. The three identified themes were feedback, timeframe, and
leadership.
Presentation of the Findings
I used the interview transcripts from participants to obtain the data necessary for
this study. The research question for this study was: What strategic planning tools can
human resources leaders in small-sized cloud-based data storage companies use to
56
increase employee engagement? Participant interviews were conducted to collect the
data for this study.
Theme 1: Feedback
Both participants suggested feedback from staff and customers were the most
important part of employee engagement. Participant 2 (P2) stated positive feedback from
customers was an integral component of the engagement strategy by acknowledging, in a
public format, individuals or groups who received the feedback. Participant 1 (P1)
discussed the relevancy and importance of leaders’ feedback on the various tools in place
for engagement. Participants suggested feedback is a tool for strategy design to
understand the needs of employees, managers, and customers. Romans and Tobaben
(2016) suggested an engagement strategy is inadequate without suitable and relevant
feedback to allow for change and growth of strategy.
Incorporating feedback as a strategic planning tool should include allowing time
to properly assess actions or activities, capturing and analyzing relevant feedback, and
responding to or constructing a decision regarding the feedback. Action must be
executed when feedback dictates to increase the success of the tool. An active response
to employee or customer feedback links directly with Bandura’s self-efficacy theory,
displaying to employees the positive actions to emulate as individuals. P2 claimed this is
especially important when receiving input from customers, as the client and employee
relationship is critical to business success. P2 indicated a heavy emphasis on customer
success and the importance of wowing customers, leading to positive individual and team
feedback and increasing the engagement of the group.
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The assessment of feedback was studied by authors as a way to ensure successful
strategy design (see Chaudhary et al., 2012; Koomen & Zoanetti, 2016; Romans &
Tobaben, 2016). Chaudhary et al. (2012) suggested positive feedback increased efficacy,
linking SCT to the data received from the participants in this study. Negative feedback
could create a change in design, strategy, or tool. Discussion of negative feedback did
not occur during the interviews.
Responding promptly to feedback could significantly reduce business costs by
managers analyzing trends of culture, change, or other factors contributing to employee
turnover. Costs may differ between employers, but turnover is expensive to the
production, culture, and overall success of an organization (Al-Emadi et al., 2015). If
feedback from employee survey data is analyzed and leadership finds a decrease in
employee morale, proactive improvements can be made to increase satisfaction and
engagement.
Theme 2: Timeframe
The participants both suggested quarterly reviews of strategy design and tools
were best practice. P1 stated quarterly surveys were delivered to assess the effectiveness
of programs or new software, reacting to those surveys with change or not depending on
the feedback. P2 said the strategy review included ensuring alignment with the vision,
mission, and goals of the business. As stated by Surijah (2016), leadership
communicating a clear vision is essential for all employees to be able to act upon and
follow.
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The quarterly review of data, tools, and strategies was an unusual finding as
research suggested annual or semi-annual reviews and analysis (Byrne et al., 2016;
Mayo, 2016). Reviewing documents or strategies more often could allow leaders to
recognize a problem sooner and be proactive rather than reactive. If change is to occur, a
consistent, more frequent evaluation of employee and customer reactions could lessen
downtime and save money for the organization. Researchers have anticipated the
difficulties in recovering time lost when pursuing an ineffective idea or strategy (Al-
Emadi et al., 2015).
A quarterly review of surveys completed by the company allows leaders to assess
trends and cyclic changes in an organization, which can assist with the timing of
implementing new ideas or strategies. SCT is evident in the reaction to survey results,
suggesting to employees the focus of leadership on strategic initiatives and actions, and
responsiveness to negative trends or changes. P2 discussed the need for soft-selling
employees when implementing strategies, ensuring buy-in from all for acceptance and a
positive outcome. Business leadership emulating new strategies connects the time frame
to SCT and efficacy within organizations by showing how changes to strategy can impact
culture if implemented at the appropriate time (Chaudhary et al., 2012; Dutton & Kleiner,
2015).
Theme 3: Leadership
The participants stated HR was not involved in the early stages or conceptual
design of engagement strategies which contradicts the research question regarding using
HR leaders to assist in the development stages of strategy. The participants’ responses do
59
agree with the literature suggesting HR is not part of the executive leadership team in
many organizations (Barrick et al., 2015; Cosby, 2014; Frigo & Ubelhart, 2016; Surijah,
2016). It is important to note both participants stated leadership was driving the strategy
and culture, leading by example. With the tone of the business being set by the leaders, a
cultural shift is implemented by HR arranging the framework for the connection to the
SCT. If leaders have access to data and feedback quarterly, the ability to respond to
changes or proactively implement new tools should allow for fewer negative instances.
P1 noted a voluntary committee of employees tasked with actively managing the
employee engagement programs moves forward the strategy designed by executive
leadership.
Executive leadership was clearly in the forefront and leading all engagement
strategies and implementation. While HR was not included or viewed as part of the
executive leadership team, both participants did recognize the need for increased
involvement as the company adds additional employees. P1 stated the lack of
participation from HR at the strategy and implementation level was acceptable as the
leaders “know their people better.” Again, with the leaders setting the tone for the
organization, implementing and assessing strategy, SCT is evident with group behavior
and culture emulating posture as a direct result of the leader’s attitude, aptitude, and
involvement.
P2 suggested HR initially is more prevalent as a source for policy management
and compliance, and is viewed as a consultant, not executive team leadership. To
increase engagement and involvement in the company’s vision, many researchers
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recommended not only HR involvement but accessibility to HRM systems (see Bal et al.,
2013; Chaudhary, 2014; Ozcelik & Uyargil, 2015; Park, 2015; Sikora & Ferris, 2014).
While the idea of a more paper-based position for HR was also evident in the research,
leaders focus should be on the human aspect and the relationship between HR and
employee engagement opportunities and services.
Applications to Professional Practice
An employee’s engagement level is essential to the overall well-being of the
individual and ultimately the success of the organization. Performance links to
engagement and HR departments can be useful in managing employee engagement
(Truss et al., 2013). The link between performance and engagement can affect business
in both positive and negative ways. By increasing performance, business leaders can find
a definite connection between output and productivity, whereas negative consequences
can create discontent, chaos, and loss of functionality (Truss et al., 2013).
In the company reviewed in this study, the HR manager was not leading the
engagement strategy; however, the participants recognized the inevitability of future
involvement with HR as the business expands. The result of the study can be a lesson for
other companies to involve a higher-level HR sooner to gain access to valuable
information regarding not just engagement but long-term strategic planning and unity for
all departments. Managing the growth of an organization can be a challenge without HR
involvement especially when it involves Department of Labor regulations or federal and
state laws comprising wages and time off. Without an executive level HR representative
61
to assist with managing the growth of personnel and business, it is a challenge to
maintain a positive customer service experience.
HR leaders can provide strategic employee engagement tools, keeping employees
focused and happy, which leads to delighted customers. Employers can ensure top talent
remains by using feedback, more frequent analysis, and leveraging leadership to
implement successful employee engagement programs. Santana, Valle, and Galan (2017)
reiterated the need for HR and business strategies to be aligned to address issues of
turnover and decline. Lower employee turnover translates into saved money, time, and
effort (Al-Emadi et al., 2015). Using HR strategies to prepare for and understand reasons
behind declining business can increase the value of HR as a profession (Santana et al.,
2017).
Implications for Social Change
Schubert-Irastorza and Fabry (2014) suggested pay, promotion, and social
interaction play a significant role in continued engagement from an employee
viewpoint. A disengaged employee has the potential for voluntary turnover (Memon et
al., 2016). A company’s leadership can minimize turnover costs by simply focusing on
engagement. If other leaders can mimic a successful strategic plan designed by HR, the
potential positive outcome to businesses locally and globally is beneficial. Turnover
impacts the local community and society (Al-Emadi et al., 2015). Lowering turnover due
to improved employee engagement will reduce turnover and contribute to the local
economy by lessening unemployment and providing more funding back into the
community.
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Recommendations for Action
HR professionals and business leaders need to recognize the value of the
relationship between executive leadership and human capital. Involving HR at the
ground floor of an organization can provide much-needed balance and personnel
management during periods of growth. HR leaders should make the opportunity to
impress upon executive leadership the significance of knowing the rules and regulations
surrounding personnel as well as how to find, retain, and promote top talent, all while
keeping employees engaged.
Conference presentations, roundtable meetings, and local networking events are
opportunities for HR personnel to discuss the results of this case study. Current HR
leaders can assume mentoring roles for junior professionals or other professions who
struggle with finding an outlet to present ideas for management. Chapter meetings at
local group events are another opportunity to discuss ideas on how to move the
profession forward and talk about best practices for increasing employee engagement.
Recommendations for Further Research
Some limitations are evident in this study including the number of participants
available and the potential bias of employees. This research is dependent on the
perceptions of small groups of employees, which may not be representative of the entire
organization. Regardless of precautions, there is the chance of subconscious bias, which
limits a successful outcome. Such a small sample size could preclude application to
larger organizations. The size of the organization could have been a determining factor
63
in the lack of HR involvement, and further research can be done in this area to understand
the implications of the number of employees affecting HR’s role.
Further research could also address companies where the HR leader or HRM is a
strategic partner and an executive leader. Additional research could detail how the HR
manager reached an executive level and what other HR leaders could do to increase their
value and ROI for businesses. Continued research in understanding at what stage of a
business human resource leaders are employed or their role within a company and why
the timeframe was selected would be valuable to assess how the timing of implementing
a strategic plan may have affected the business. Another research opportunity is the new
developments in engagement surrounding technology. Jesuthasan (2017) discussed HR’s
role as the “enabler of digital engagement” (p. 62) and warranted further research on the
aspects of strategic planning tools associated with HR.
Reflections
My experience with the DBA doctoral study process consisted of ups and downs.
The length of time in the program has been surprising, and the struggle of scheduling and
conducting interviews was the most extreme regarding time. I never expected it would
take more than two months to complete the interviews. Once I was in front of the
participants, they were excited and spoke with tremendous enthusiasm about their
company’s engagement. It was interesting to learn from the participants in addition to
sharing my research question.
I feel the process was grueling but rewarding. If receiving a doctorate was easy,
there would be a lot more people with terminal degrees. I have appreciated the intensity,
64
passion, and dedication of the students in the DBA program; their drive has been
especially motivating. I found the literature both exciting and lacking in some areas, but
truly valuable to my understanding and perceptions of HR. Obtaining a DBA was a
journey I would certainly do over if required but I would seek more counsel from the
professors who have been so willing to assist and inspire. I look forward to using my
knowledge for the betterment of the HR profession, members of my team and
organization, and my engagement and future in the industry.
My bias as an HR professional may have come into play through believing HR
professionals are responsible for employee engagement. It was a revelation to realize the
company I included in this study did not use the HRM in a strategic employee
engagement role, though even the HRM was amenable to the decisions of leadership.
While I did not change my thinking on how this study could impact the local community,
I did resist the temptation to encourage the company to use the HRM in an advanced role
now, instead of waiting until more people join the organization. I still believe HR can
and does (in some organizations) play a crucial role in employee engagement and most
HR professionals, if given the opportunity, could bring valuable insight to employee
overall well-being.
Conclusion
Many companies still perceive HR as only the people addressing of the
organization. HR professionals are working toward changing this view to a more strategic
partnership with top leadership. Jesuthasan (2017) stated how critical HR is as a strategic
partner with executive leadership providing options to employers surrounding matters
65
dealing with human capital. This study was designed to assess the level of strategic
planning tools HR could assist with regarding employee engagement. While it did not
answer the question from an HR position, this study could provide data others can use to
provide additional tools to assist businesses with increasing engagement.
The first strategic planning tool is the insertion of planned and frequent feedback
from employees and customers in the employee engagement strategy. Relevant feedback
also must be actionable, if necessary, and analyzed to understand trends around timing or
other perceptible instances to know when implementation will be most successful.
Feedback was a recurring theme from both participants in the study detailing the
importance of the information received from both employees and customers.
The second strategic planning tool is timing. While many company review
engagement or goals annually, the company in this study held quarterly meetings to
ensure alignment to a vision and to assess engagement. A more frequent review or
assessment of goal alignment enables leaders to act quickly and evaluate programs or
strategies, finding trends in engagement, positive feedback, and downturns in
productivity or general business. Frequency alone will not ensure a successful
engagement program or more profitable company, but it could be the deciding factor for
moving the business in a new direction or increase in scope.
Leadership is the third strategic planning tool. The lack of inclusion of HR
leaders as managing partners was evident in this study, though it was not necessarily
intentional. The participants recognized the need to include HR shortly for employee-
centered compliance, legal, and engagement factors, due to the increased number of
66
employees and customers. At this point, it is unclear whether adding HR to the upper
management team now (or earlier) would have any effect on the future of the
organization. I will note the literature review contains numerous articles by authors who
believe HR can impact businesses bottom line and thereby increase the value of the
company.
In conclusion, HR’s role is changing. The expectations of leaders are expanding
the profession of human resources to include more strategic initiatives (Frigo & Ubelhart,
2016; Jesuthasan, 2017; Memon et al., 2016; Wright & Ulrich, 2017). Engaging HR
leaders in the design stages of vision, mission, goals, and strategy, can provide businesses
with strategic planning tools to impact the company with the right people efficiently and
positively, in the right jobs, doing the right things. Successful employee engagement is
different for each organization and should be evaluated, monitored, and changes when
required to enable a positive working environment, leading to a more passionate, and
invested workforce. Following the path of Bandura (1997) and his social cognitive
theory, leaders can encourage engagement by emulating the expectations of the business;
setting the vision and goals for employees to follow, and involving human resources in
the process.
67
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Appendix A: Interview Questions
1. What strategic planning tools do you have in place for employee engagement?
2. How did you find those specific planning tools?
3. How did you design your engagement strategy using the planning tools?
4. How are those strategies implemented?
5. How do you know when your employees are engaged?
6. How do you evaluate the effectiveness of the planning tools?
7. How are other leaders informed about and responsible for engagement?
8. How do you maintain engagement?
9. How often do you review your engagement strategies?
10. Who is involved in the engagement strategy review?
11. What else can you add that would be relevant to this study?
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Appendix B: Permission to Use
