Globalization, 24-hour connectivity, and the expectation that members of the organization commit increasingly more time to work are the reality in an ever-changing environment. Research shows, however, that these demands have resulted in a significant work-life imbalance that produces the opposite effect of reducing productivity. The purpose of this study was to examine the correlation between work life balance satisfaction of front-line managers and the engagement of employees whom they supervise. The variables of these study were: work life balance satisfaction of frontline managers measured by Work life Balance and Emotional Support Scale and engagement perception employees measured by Employee Engagement Survey. Survey data from front-line managers and front-line employees from different industries across the United States were analyzed using a Bivariate Pearson Correlation test to understand the strength of the correlation. The study results r (89) = 0.115, p>.01showed no statistically significant correlation between managers work life balance satisfaction and employee engagement. Work-life imbalances create a significant internal conflict as the manager tries to cope with the stress and pressure that affect his/her overall ability to effectively lead and manage. Their work behaviors can promote or destroy a positive work environment where employees strive to meet the organizations' mission and vision. The organization and front-line managers benefit from understanding the findings because the organization may adopt innovative ways to support manager work-life balance and front-line managers may improve employee engagement. Positive social change is realized in less stress for managers and employees whom interact in an environment that demands more time and flexibility. Considering the amount of time, we spend at work, less stress can improve the overall quality of the work environment and productivity.

Employee turnover is detrimental to organizational performance and profitability, leading to loss of diverse financial and intellectual resources and assets. Grounded in the motivation-hygiene theory, the purpose of this correlational study was to examine the relationship between employee turnover intention and job satisfaction, employee compensation, employee engagement, employee motivation, and work environment. The population consisted of low- to mid-level hospitality employees residing in Western Georgia, Central Mississippi, and North Central Texas, over the age of 18, and employed in the hospitality industry. A convenience sample of 156 participants completed the Compensation Scale, Job Satisfaction Scale, Utrecht Work Employee Engagement Scale, Work Extrinsic and Intrinsic Motivation Scale, Work Environment Scale, and Turnover Intention Scale via an online survey. Multiple linear regression analyses and Pearson-product correlation coefficients were used to predict employee turnover. The 5 predictors accounted for approximately 36% of the variance in turnover intention and the result was statistically significant, (R-² =.36, F (5, 105) = 11.57, p < .001). The correlation between motivation and turnover intention was not significant. The findings may contribute to positive social change by increasing the potential to provide hospitality leaders with a foundation for future research on job satisfaction, employee compensation, employee engagement, employee motivation, work environment, and turnover intentions. These improvements may lead to the formulation of strategies and policies of business practices to reduce turnover intentions.

Disengaged employees in the information technology industry lead to decreased productivity, increased absenteeism, poor job performance, higher employee turnover, and reduced organizational effectiveness. The purpose of this multiple case study was to explore the leadership strategies that information technology leaders used to improve employee engagement. The transformational leadership theory was the conceptual framework for this study. Data were collected through semistructured interviews with 3 leaders of information technology companies in Illinois and a review of company documents. Data were analyzed through thematic analysis and using Yin's 5-step process of compiling, disassembling, reassembling, interpreting, and concluding data. The 3 emergent themes from data analysis were compensation and benefits strategy, performance management strategy, and recognition strategy. The findings of this research study indicated that compensation and benefits, performance management, and recognition were critical strategies information technology leaders used to improve employee engagement. The findings and recommendations resulting from this study might be valuable to information technology leaders, human resources managers, and hiring managers for developing leadership strategies to increase productivity, lower absenteeism, improve organizational performance, and reduce employee turnover through improved employee engagement. The implications for positive social change include the potential for information technology leaders to enhance local economic stability, lower local unemployment rates, and increase community volunteerism through improved employee engagement.

Considering the growing virtual workforce, it is important for people-managers to understand whether traditional management techniques produce increased engagement and greater productivity with a virtual population. Guided by James Heskett, W. Earl Sasser Jr., and Leonard Schlesinger's conceptual Service Profit Chain framework, this study focused on addressing the gap in contemporary literature related to management techniques that influence virtual employee engagement. Much of the current research provides a foundation for managing and engaging traditional office-based employees. To better understand which experientially-based management techniques influenced traditional employee engagement for a group of virtual employees, a qualitative descriptive phenomenological methodology was used to collect and analyze data to identify differences between traditional and virtual employee management techniques. Semi structured interviews with a criterion-based sample group of 13 study participants were conducted. Input from participants were analyzed using a thematic inductive approach to understand and categorize the experiential interactions between managers and their virtual employees, discover how those experiences were defined and whether those categorized experiences influenced engagement. The results of this study illustrated how increased communication, autonomy, development, clarity, and succinct goals can be employed as effective people-management strategies for this increasingly more diverse and growing population. The social implication of this research produced insight about how these experiences created a more engaged, better work/life-balanced, happier, and mentally healthier virtual workforce.

Den successivt tilltagande digitaliseringen har möjliggjort för telearbete, och sedan COVID-19-pandemins start har organisationer ställt om till att arbeta hemifrån i större utsträckning. Tidigare har mål-, relations-, förändringsrelaterade ledarskapsbeteenden undersökts i stabila arbetsmiljöer; däremot har tidigare forskning inte undersökt ledarskapsbeteenden vid dynamiska miljöer i lika stor utsträckning och hur detta har upplevts av anställda samt hur detta påverkar anställdas engagemang. Detta har undersökts genom en enkätstudie, där urvalet varit anställda som till följd av COVID-19-pandemin har haft ökat telearbete. Resultatet från 206 inkluderade deltagare visade att mål-, relation- och förändringsorienterade beteenden influerar anställdas engagemang positivt, och det relationsorienterade beteendet hade det starkaste positiva sambandet. Relationsorienterade beteenden hade dessutom starkast positivt samband mellan anställdas förändrade engagemang under det tilltagna telearbetet. Personer som telearbetar 40%, eller mindre, upplevde det högsta engagemanget. Slutligen hade ledarskapsbeteendena ett samband med varandra vilket kan innebära att samtliga ledarskapsbeteenden behövs i den nya kontexten. / The increasing digitalization has made teleworking possible, and in the light of the ongoing COVID-19 pandemic, organizations which have its workforce teleworking have increased even further. Task-, relation- and change-oriented leadership behaviors have been investigated in stable environments, but not in current dynamic and unstable environments. The goal of this study was to examine how the leadership of today is experienced by the employees and how is this affecting the employee engagement. This was done by a questionnaire, and 206 answers were eligible for analysis. All three of the analyzed leadership behaviors influenced employee’s engagement positively. Relation-oriented leadership had the strongest positive correlation for both current and changes in engagement. Employees teleworking 40 %, or less, had the highest engagement levels. Finally, all three categories of behavior had a positive relationship with each other which could mean that the new context requires behavioral patterns including all three categories.

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Title: Leadership Roles and Their Misalignment in the Workplace - A quantitative approach to analyzing employee engagement from a follower perspective. Leadership is a concept that has been studied for centuries and there are multiple theories, concepts, and understandings on the subject. For this study, the focus has been to examine and understand the association of different levels of employee engagement (cognitive, physical, and emotional) in the theoretical framework of the five ”p’s” by Alvesson et al. (2017). This research is aimed to find out what the most preferred leadership role and employee need is to later analyze and find out if the different levels of employee engagement have a positive correlation. In this study, we found that there are clear correlations and there is a positive corelations on the preferred leadership role identified and employee engagement. We also established that there were clear preferences for leadership roles and traits the followers deemed more important than others. Lastly, we also found no significant relationship between the most important needs of the participants in this study on their work engagement.

ABSTRACT Date: [2023-05-31] Level: Bachelor thesis in Business Administration, 15 cr  Institution: School of Business, Society and Engineering, Mälardalen University  Authors: Mohammed Alkhateeb (97/01/04) Erik Duné (96/01/20) Ead Akriem (99/07/14) Title: The Impact of AI On Internal Communication Within An Organization - A Critical Examination of AI Adoption Supervisor: Lampou Konstantin Keywords: AI, Communication, Employee Engagement, Collaboration, Information,     Technology, AI Adoption Research question What are the advantages and disadvantages of adopting AI in internal communication within a company? Purpose: This study seeks to provide insights to help organizations make informed decisions about incorporating AI into their communication processes. Method: An exploratory approach was applied within its qualitative method to align the study with its purpose. The data collection is based on semi-structured interviews. The authors adopted an interpretive research paradigm and analysis through a thematic analysis. Conclusion: The authors conclude that AI can enhance intra and interdepartmental communication, and improve team interactions, efficiency, and flexibility. It offers advantages such as shorter and clearer communications, translations, and increased productivity. However, drawbacks include the lack of personalization and the potential for communication gaps, disengagement, and loss of the human touch. A balance between the benefits of AI and human interaction is crucial for effective communication. Organizations should develop strategies for adopting AI to consider employee readiness and monitor data quality to ensure accuracy. This will allow organizations to leverage AI's advantages while mitigating potential disadvantages.