Strategies to Increase Employee Engagement in Long-Term Residential Agencies

Strategies to Increase Employee Engagement in Long-Term Residential Agencies by Corey O. Fair MA, Webster University, 2007 BA, Coker College, 2003 Doctoral Study Submitted in Partial Fulfillment of the Requirements for the Degree of Doctor of Business Administration Walden University January 2018 Abstract Disengaged employees adversely affect organizational strategies to promote higher standards of care and quality of life for long-term residential patients. The purpose of this single case study was to explore strategies healthcare leaders use to engage employees. The targeted population for this study was the senior leaders of a long-term residential care agency located in South Carolina who had initiated strategies and practices toDisengaged employees adversely affect organizational strategies to promote higher standards of care and quality of life for long-term residential patients. The purpose of this single case study was to explore strategies healthcare leaders use to engage employees. The targeted population for this study was the senior leaders of a long-term residential care agency located in South Carolina who had initiated strategies and practices to engage employees. Kahn’s theory of personal engagement and disengagement was the conceptual framework for this study. Data collection included semistructured face-to-face interviews with open-ended questions, and the long-term residential agency’s employee handbook, training agenda, and incentive program. Data were transcribed, coded, and then validated through member checking and triangulation, resulting in the development of 6 themes: leadership attentiveness to promote workplace meaningfulness, incorporation of robust communication policies and procedures, organizational support for engagement, fostering interpersonal relationships for increased employee value, meaningful rewards and recognition, and training and development for personal and professional growth. Leaders have a significant role in the development of conditions within the work environment that foster employee engagement. The implications for positive social change include the improvement of physical and social qualities of life for long-term residential patients and their families, the ease of financial burdens for healthcare professionals, and a reduction in the amount of tax revenue needed to support the needs of aging U.S. citizens. Strategies to Increase Employee Engagement in Long-Term Residential Agencies by Corey O. Fair MA, Webster University, 2007 BA, Coker College, 2003 Doctoral Study Submitted in Partial Fulfillment of the Requirements for the Degree of Doctor of Business Administration Walden University January 2018 Dedication I dedicate this study to my life’s partner Krystal and our children. Thank you for so many prayers. Your faith and strength carried me through tough times. Thank you for believing, with me, our Father’s plan and will for our lives. Also to my late father O’dell (1956-2014) who taught me to trust and believe in God to achieve and excel above all that I request or dream. To my daughters Kierra and Kori, here I build on the foundation of my legacy for you. Upon my legacy you will complete the work that our Father has for you. To my mother, I love you. Little truly became much when I realized that all you had was all I needed, your love. You birthed the first member of our family to earn a doctoral degree. I am eternally grateful that our Father chose you. Acknowledgments I would like to thank my Heavenly Father for the abundance of life gifted to me through the series of relationships developed during this journey. To Dr. Ghormely (Chair), I am thankful that you were a guiding light and my beacon of hope through the many doctoral valleys. I am grateful for all that you are. To Dr. Figgers (Mentor), thank you for lending a shoulder, ear, wisdom, and understanding. To my extended family thank you for your patience and support during this journey.