I studien har fyra faktorer identifierats som anses ha en påverka påmedarbetarengagemang inom SME företag; Värderingar som anses öka känslan av meningsfullhet hos medarbetaren. Studiens resultat förespråkar fokus på bland annat individuella värderingar samt gemensamt framställda värderingar.Decentralisering anses också ha en påverkan på känslan av meningsfullhet hos medarbetaren. Här rekommenderas hög grad av autonomi och medarbetarinvolvering inom beslutsfattanden. Trygghet i chefer och kollegoranses bidra till en ökad psykologisk säkerhet hos medarbetaren. Studiens resultat förespråkar transparens och öppenhet, kontinuerliga dialoger om välmående samt gemenskap. Stöd och kommunikation anses påverka medarbetarens psykologiska samt fysiska tillgänglighet. Här rekommenderas kontinuerliga puls-mätningar och möten för att identifiera kompetensgap och behov av stöd. I följd av detta ska medarbetarna även ha tillgång till coachning eller andra former av stöttning.

Voluntary employee turnover in the healthcare industry is one of the most expensive and disruptive business problems that healthcare organizations encounter. Healthcare organizations can expect employee replacement costs to represent up to 150% of a departing employee's annual salary in new employee acquisition and decreased productivity. Guided by the leader-member exchange theory, the purpose of this single case study was to explore the strategies healthcare managers used to retain high-performing healthcare employees. Using semistructured interviews, the targeted population encompassed 6 healthcare managers from a healthcare organization in Central Texas who have demonstrated successful strategies for retaining high-performing healthcare employees by maintaining a 90% retention rate for a 12-month period. Organizational documents were reviewed, including reports of managers' retention rates and number of employees per manager, for a 12-month period. Data were coded, analyzed into themes via Yin's 5-step method, triangulated, and then subjected to member checking to bolster the trustworthiness of interpretations. Two major themes were revealed: employee engagement and leadership style. Participants noted that their employees were their priority and practiced participatory leadership to gain trust, loyalty, and commitment. The findings may promote positive social change by providing healthcare managers with information on successful strategies for retaining high-performing healthcare employees, which could reduce unemployment rates, stabilize families, and improve employees' work-life balance outside their organizations.

Research suggests that disengaged employees have contributed to the 28.5% reduction in the mining industry's contribution to South African gross domestic product. Some South African mining leaders lack strategies for engaging employees. Using the employee engagement framework, the purpose of this single case study was to explore successful strategies that South African mining leaders use to engage employees. The target population was mining leaders, purposefully selected because of their success with engaging employees at a typical South African mining company. Data collection was through face-to-face interviews with 4 leaders; a focus group interview with 9 employees; and a review of archived organizational documents, including internal case organization surveys, reports, emails, and Facebook posts. Data were analyzed using inductive coding of phrases and words from interviews while additional data gathered from participants' displays, websites, and other documents supported theme interpretation through methodological triangulation. Within this group of South African leaders, findings revealed that leader behavior improved employee engagement, situationally relevant employee engagement strategies improved employee engagement, and communication strategies improved employee engagement. Improving employee engagement contributes to social change by shaping employees' experience of their work environment, thereby improving their personal well-being and living conditions while maintaining a balance between work and personal interests.

The voluntary turnover of revenue management analysts in the U.S. airline industry is an issue, compelling revenue management leaders to implement retention strategies that successfully reduce employee turnover. The purpose of this qualitative single case study was to explore strategies revenue management leaders used within the last 15 years to retain revenue management analysts. The conceptual framework that grounded this study was Maertz's 8 motivational forces of job attachment and voluntary turnover. The targeted population was comprised of revenue management leaders at an airline in Dallas, Texas who had demonstrated successful strategies to reduce employee turnover. Using criterion-based sampling, 4 revenue management leaders were selected for study participation. Data were collected through face-to-face semistructured interviews and company documents, then analyzed via Yin's 5-step process of compiling, disassembling, reassembling, interpreting, and concluding. Interpretations were then subjected to member checking and methodological triangulation to strengthen the trustworthiness of findings. Two main themes emerged: leadership influence and analyst career environment. The findings provide a better understanding of revenue management analyst retention and increase knowledge of factors that influenced turnover in the U.S. airline industry. With this knowledge, revenue management leaders can implement retention strategies that have successfully reduced employee turnover. The implications for positive social change include the potential to overcome emotional discomforts about work or psychological obligations to leave, which can encourage job satisfaction and improve employee retention.

The Patient Protection and Affordable Care Act, which promoted quality of care, started the transformation of healthcare systems in the United States. The purpose of this qualitative multiple case study was to explore clinical practice innovation strategies used by hospital middle managers to improve quality of care and profitability. Pettigrew's theory was the conceptual framework for this study. Participants were 8 middle managers from 2 high-performing hospitals in the southwestern region of the United States. Data were collected from semistructured interviews, personal notes, and review of the hospital's publicly reported documents and literature. Member checking and methodological triangulation increased the credibility, validity, reliability, and trustworthiness of the study findings. Content and thematic data analysis provided the basis for coding the findings. Data analysis resulted in the emergence of 4 themes: organizational culture, leadership, systematic approach to management by objectives, and staff engagement. The findings showed the interactions among internal context, content, and process constructs of Pettigrew's theory as relevant to clinical practice innovation strategies for improving the quality of care and organizational profitability. The implications for positive social change include the potential for hospital middle managers to implement innovative strategies to improve patients' quality of care and save lives and the overall health and wellness of individuals in the communities they serve.

Employee disengagement is a significant issue for leaders and managers in many organizations. The general problem is the workforce in many American organizations includes disengaged employees. In 2016, only 33% of the workforce in the United States was engaged. The purpose of this quantitative study was to examine the relationship between the independent variables of mentoring, which include role modeling, acceptance and confirmation, and mentoring friendship functions with a dependent variable of employee engagement. The moderating variable of perceived organizational support was measured to test the strength or weakness of the effects that mentoring has on employee engagement. The theoretical foundation for this study was social exchange theory. The researcher recruited a convenience sample of 307 technicians and technologists representing 7 industries. The participants completed surveys and questionnaires to provide their views of mentoring, perceived organizational support, and work engagement. Data were analyzed using descriptive and inferential analysis, including Pearson's correlations, linear, and stepwise regression analysis. The results of the inferential analyses indicated that each part of the mentoring variables (career support, psychosocial support, and role modeling) had an independent impact on work engagement. The interaction between psychosocial support and organizational support was also significant after accounting for the effects of mentoring and organizational support. The findings indicate that managers can achieve positive social change and improve employee well-bring within their organizations by being dutifully involved in their employees' work lives. Managers should also be available to apply resources such as mentoring for technicians and technologist when needed.

Vård och omsorg är den största arbetsgruppen i Sverige och står även för den största andelen sjukdomsfall, främsta orsaken till sjukskrivningar inom vården är orsakade av den organisatoriska och sociala arbetsmiljön. Syftet med studien var att undersöka medarbetarengagemang för personal inom vård och omsorgsarbete, som en del i den organisatoriska och sociala arbetsmiljön. Frågeställningarna var hur engagemanget ser ut hos medarbetare inom vård- och omsorg och hur engagemanget kan öka. Tidigare forskning har visat att kombination av teorier gällande engagemang och motivation har skapat en djupare förståelse inom området. Därav grundade studien sig på teorier både kring engagemang och motivation. 10 semistrukturerade intervjuer genomfördes med undersköterskor på vård- och omsorgsboende, för att studera medarbetarnas subjektiva upplevelser kring engagemanget. En tematisk analys skedde. Resultatet visade att samtliga respondenter upplevde sig engagerade i arbetet. Diskussionens huvudpunkter var dock att de fanns indikationer på att nivån av engagemang hos medarbetare kunde vara en annan än individens upplevda nivå av engagemang. En annan slutsats var att chefer och medarbetare tillsammans kunde påverka medarbetarengagemanget positivt bland annat genom en bra tvåvägskommunikation. Dock kom skribenterna fram till att för få respondenter deltog för att kunna dra generella slutsatser kring engagemang. / The healthcare industry is the largest working group in Sweden and accounts for the largest proportion of illness cases, the main cause of sick leave in healthcare is caused by the organizational and social work environment. The purpose of the study was to investigate employee engagement for staff in health care and social work, as part of the organizational and social work environment. The questions were what the engagement looks like for employees in health care and social work and how the engagement can increase. Previous research has shown that a combination of theories of engagement and motivation has created a deeper understanding in the field. Therefore, the study was based on both theories of engagement and motivation. Ten semi-structured interviews were conducted with nurses at nursing and care homes, to study the employees' subjective experiences about engagement. A thematic analysis occurred. The result showed that all respondents felt engaged in the work. However, the main points of the discussion were that there were indications that the level of engagement of employees could be different from the individual's perceived level of engagement. Another conclusion was that managers and employees together could have a positive influence on employee engagement, for example through good two-way communication. However, the authors concluded that too few respondents participated to be able to draw general conclusions about engagement.

No description available.

Organizations are today working actively with diversity management in alignment with the regulations from Riksdagen to reduce discrimination against employees based on their "Gender, transgender identity or expression, ethnicity, disability, sexual orientation and age". Previously most focus has been put on the surface-level attributes of diversity such as age, gender and ethnicity but more emphasis and concern should be put on the deeper-level diversities such as personality. Scholars have stressed the importance of conducting qualitative studies that examine the deeper-level diversities in relation to diversity management. Moreover, there is an explicit need for investigating the effect that such a linkage between personality and diversity management can have on employee engagement levels. The purpose of this study is to investigate whether diversity management can be developed by looking at people’s personalities. This is achieved by answering the research question: How could an understanding of diverse personalities improve employee engagement? By examining this question, this study will give insight to whether personality is an aspect companies should consider in their diversity management when trying to understand and enhance employee engagement. By analyzing seven individuals at two international companies, located in Sweden, we were able to investigate a single case deeply and collect their subjective realities. Further, the study has taken a qualitative research approach in which seven semi-structured interviews were held and the empirical data was later derived through the use of a thematic analysis. It has been found with the application of the Five Factor Model (FFM) that the employees' personalities have a connection to their engagement levels. The analysis implied that the employees' personalities rather than surface-level diversities had an impact on their engagement. This makes it in turn reasonable to suggest that companies' diversity management practices can be further developed if looking at their employees' personalities. Ultimately this thesis has derived salient conclusions about the fact that FFM could be used to develop the understanding of diversity and diversity management. In turn this contributes with insight on how workplaces and the well-being of employees can be enhanced.

No description available.