Engaging Employees in Sustainable Continuous Improvement Strategies

Engaging Employees in Sustainable Continuous Improvement Strategies by William Wilson Kwakye MBA, Southern Connecticut State University, 2010 BA, University of Ghana, 2005 Doctoral Study Submitted in Partial Fulfillment of the Requirements for the Degree of Doctor of Business Administration Walden University October 2018 Abstract Lack of strategies to sustain continuous improvement initiatives to serve the needs of consumers whilst restructuring to conform to regulations has resulted in the collapse of some financial service companies in Ghana. The purpose of this multiple case study was to explore strategies some leaders of financial service companies use to engage employees to sustain continuous improvement initiatives to improve organizational performance. The targetedLack of strategies to sustain continuous improvement initiatives to serve the needs of consumers whilst restructuring to conform to regulations has resulted in the collapse of some financial service companies in Ghana. The purpose of this multiple case study was to explore strategies some leaders of financial service companies use to engage employees to sustain continuous improvement initiatives to improve organizational performance. The targeted population comprised 6 senior leaders of financial service companies in Ghana who have engaged employees to sustain organizational continuous improvement initiatives. The conceptual framework for this study was Goldratt’s theory of constraint complemented by the transformational leadership theory. Data were collected using semistructured face-to-face interviews, analysis of company reports, and field notes. Based on methodological triangulation and thematic analysis, 3 themes emerged from the study: operational excellence, employee engagement and incentives, and leadership strategies. The implications of these findings for positive social change include the potential to reduce poverty and improve quality of life in Ghana. Business leaders whose organizations attain improved financial performance can direct their efforts to increasing their organization’s corporate social responsibility in the communities where they do business by supporting local charities and other initiatives. Engaging Employees in Sustainable Continuous Improvement Strategies by William Wilson Kwakye MBA, Southern Connecticut State University, 2010 BA, University of Ghana, 2005 Doctoral Study Submitted in Partial Fulfillment of the Requirements for the Degree of Doctor of Business Administration Walden University October 2018 Dedication I dedicate this research study to God the Father, Son, and Holy Spirit, who granted me the grace to complete this program. Also, I dedicate this to my lovely wife Maame Obbuor Kwakye for her unconditional support and encouragement. My parents Mr. W. W. Kwakye and Gladys Addae as well as my two amazing sons Elijah Kwakye and Ezekiel Kwakye. Acknowledgments I am thankful to Almighty God for the wisdom, grace, and strength he gave me to pursue this program. Immeasurable thanks to Dr. Mohamad S. Hammoud, my doctoral chair, whose candor, patience, understanding, and demonstration of empathy inspired me throughout this challenging Doctor of Business Administration (DBA) journey. I also want to acknowledge my committee members, Dr. Erica Gamble and Dr. Patsy Kasen, who truly exhibited their competency and direction every stage of my doctoral study. Also, I appreciate the support of all my family and friends especially FBM and cohorts of Walden University whose support, friendship, and advise helped me overcome several hurdles throughout the duration of the program. A special thanks to Afua Gyemfa Ansong for her support with this project. Thank you all, and may God Almighty bless you.