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This study investigates how organizational culture and leadership support can significantly influence employee engagement with sustainability goals. Using a qualitative methodology and semi-structured interviews, we collected primary data from 11 participants across various departments in a global Swedish manufacturing company. A thorough analysis integrated concepts from existing literature and identified clear themes from the empirical data. The findings underscore the pivotal role of organizational culture and leadership support in driving employee engagement with sustainability initiatives and reveal that effective leadership, marked by transparent communication and motivational incentives, is vital in advancing sustainability efforts. This synergy catalyzes strong employee engagement and fosters eco-friendly practices when combined with a positive organizational culture that prioritizes sustainability and aligns with organizational objectives. Recognizing and nurturing this interplay can enhance organizational success and reputation, contributing to significant progress toward sustainability goals. Future research could explore industry comparisons and the influence of technology, external regulations, and innovative measurement methods on sustainability participation. Undoubtedly, this study provides invaluable insights for global organizations, emphasizing the crucial and ongoing interaction between organizational culture and leadership support in sustaining employee engagement in green sustainability activities.

The increased pace of life can create difficulties for individuals to manage their time efficiently and sustainably, this in turn could lead to more stress. As a result of this, work- life balance has become a frequently used term to describe the relation between work and life. Since the increased awareness regarding work-life it has also been important for organizations to apply strategies to provide employees with the tools necessary to withhold a balanced lifestyle to become an attractive employer. Factors that can influence work-life balance that an organization can implement are to give the ability to work remotely and have more flexible conditions. The employee attitudes we set out to find if they have relation with work-life balance were: Organizational commitment, job satisfaction, employee engagement and employee health. These were chosen due to the fact that there had been little research connecting work-life balance influence on these topics. Furthermore, these employee attitudes have been found to create a better organizational performance and overall create better employee well-being. As found in earlier studies, work-life balance has shown to increase employees' life and job satisfaction. Furthermore, it also showed that it had some influence on employees' well-being, meaning reduced stress, risk for burnouts, depression and anxiety due to the fast pace of life and work (Haar, 2013, p. 3319). Furthermore, it also indicates that work- life balance is defined as having a balance between professional and personal interests (Kelliher et al., 2019, p. 98; Hall et al., 2013, p. 548). This research set out to answer the following question: “How does work-life balance influence different employee attitudes?”. To be able to answer our research question we conducted qualitative research and gained a deeper understanding of the reality of the subject. Furthermore, our data was gathered using six semi-structured interviews. Furthermore, this study provides practical implications which might be of use to managers and organizations. First, this study showed that work-life balance does in fact have an influence on different employee attitudes. Secondly, the study also provides insights into which attitudes relate to each other and what factors influence work-life balance. This could be taken into consideration of managers and organizations when planning to implement new policies or strategies to better increase organizational performance and retention rates.

Made available in DSpace on 2016-04-25T16:44:41Z (GMT). No. of bitstreams: 1 Luiz Sebastiao da Silva Filho.pdf: 1207316 bytes, checksum: 8e7b010d546fe7b615795ed00ceb17fb (MD5) Previous issue date: 2014-10-22 / This study presents a discussion about the alignment of personal and organizational values, as a promoter of engagement in work and social welfare, from the perspective afforded by the so-called knowledge society. Be regarded as hypothesis the idea that the alignment of values can promote gains on productivity in the enterprises, achieving the professional and the common good. For this, we performed a literature search, in search of better understanding and delineation of concepts and issues related to motivation, organizational culture and engagement at work. It also dealt with the mismatch between the stated organizational values and effectively practiced by organizations and their impact on society and human rights. Moreover, it also presented a methodology for mapping personal and organizational values performed in various organizations. At the end, we found that the knowledge and information society, there is a great potential represented by individuals and citizens willing to undertake effort, talent and engagement in causes and values that are identified either as employees in an organization or consumers of goods and services towards a better society and a sustainable future / Este trabalho traz uma discussão a respeito do alinhamento de valores pessoais e organizacionais, como promotor do engajamento no trabalho e do bem estar social, a partir da perspectiva proporcionada pela chamada sociedade do conhecimento. Considera-se como hipótese a ideia que o alinhamento de valores pode promover ganhos sobre a produtividade nas empresas, a realização dos profissionais e o bem comum. Para isso, é realizada uma pesquisa bibliográfica, em busca da melhor compreensão e delineação de conceitos e temas relacionados à motivação, cultura organizacional e engajamento no trabalho. É tratado também o descompasso entre os valores organizacionais enunciados e efetivamente praticados pelas organizações e seu impacto sobre a sociedade e os direitos humanos. Além disso, é também apresentada uma metodologia para mapeamento de valores pessoais e organizacionais executada em diversas organizações. Ao final, verificamos que na sociedade do conhecimento e da informação, há um grande potencial representado por indivíduos e cidadãos dispostos a empreender esforço, talento e engajamento em causas e valores com os quais estejam identificados, seja como empregados em uma organização ou consumidores de bens e serviços em prol de uma sociedade melhor e um futuro sustentável

The purpose of this phenomenological study was to explore the influence of adult attachment styles on the engagement of employees in an attempt to address increasing losses in U.S. work productivity. Researchers have documented that organizations able to maintain better manager-employee relationships demonstrated positive employee engagement and improved productivity. However, a distinct gap in the literature remains as to how organizational leaders can stimulate healthier manager-employee relationships. Adult attachment theory was used as the foundation to explore how employees' relationships with their immediate manager affect their work engagement. To address this question, a purposeful sample of 16 full time mid level employees who had a direct line reporting relationship to an immediate manager were selected from various industries across the United States. The Experiences of Close Relationship Relationship Structures questionnaire was used to assess the employee's attachment style prior to in-depth interviews being performed to gather rich data on their lived experiences. Interview data was analyzed using the modified 7-step Van Kaam method of phenomenological analysis. Two themes emerged: employees have a need for purpose and value, and employees require varying levels of dependency. These findings indicate that managers must cater to the attachment needs of the employee to positively address productivity losses. Implications for positive social change pertain to both the financial benefits derived from an increase in industry productivity and profitability levels due to improvements in employee engagement, as well as the recovery of employees' commitment to the workplace through the provision of a healthy work environment.

Employee disengagement creates an unhealthy working environment. Disengagement rates among Las Vegas hospitality industry organizations led to dissatisfaction among employees and resulted in low productivity and profitability. This qualitative descriptive study involved exploring employee engagement strategies that hospitality industry supervisors and managers used to implement programs, thereby solving the employee engagement problems of their organizations. The conceptual framework for the study was leader-member exchange theory. Twenty participants with 5 or more years of Las Vegas hospitality experience who had already successfully implemented engagement programs answered open-ended questions in semistructured interviews. Company documents constituted an additional data source. Analyzing the data involved triangulation using multiple data sources in identifying themes such as interaction effects of employee engagement programs on employees, mutual respect between leaders and subordinates, and organizational benefits. Better engagement could lead to positive social change through increased job satisfaction and improved customer service, thereby engendering increased social interactions among members of the local community. The former could reduce stress and contribute to the quality of life of community members including the families of the workers.- The latter could lead to greater profits for the employers, thus potentially increasing the tax base in the community.

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 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.

Stress inside and outside of work affects employee productivity. In 2013, the estimated impact of employee absenteeism on U.S. businesses was $225 billion per year through reduced efficiency, overtime wages, fixed fringe benefits, and the cost of replacement employees. Based on the social exchange theory and the theory of planned behavior, the purpose of this qualitative single case study was to explore the strategies that HR leaders in a single organization used to reduce employee disengagement caused by stress. Using semistructured interviews, data were collected from 12 HR leaders and line managers within a single healthcare organization in eastern Tennessee. Member checking and validations using organization records assured the credibility and reliability of the interpretations and findings. Using the thematic analysis approach, 4 themes emerged, (a) integration of employee engagement practices into culture and business processes, (b) providing managers with the job resources they need to lead staff, (c) being transparent and honest in communications, and (d) relying on supportive supervisor behavior to mitigate employee stress. A mission-driven and values-based organization culture served as the foundation for implementing these individual strategies. These findings could contribute to social change by helping organizations reduce stress in the workplace, improve employee wellbeing, and reduce individuals' risk of morbidity and mortality caused by stress, leading to a reduction in healthcare costs for communities.

Employee turnover is costly in service-intensive organizations where employee-customer interactions directly affect the organization's success. The purpose of this multiple case study was to identify strategies community hospital leaders use to reduce frontline support employee turnover. The study population consisted of leaders of a community hospital in southeast Louisiana. The conceptual framework for this study is Kahn's model of employee engagement. Semistructured interviews were conducted with eight hospital leaders in southeast Louisiana who were selected through census sampling. Interview transcripts were analyzed and coded following Yin's case study analysis process. Methodological triangulation allowed for a comparison of the findings of the interviews with information derived from exit interviews and employee engagement survey results. Four themes emerged from the interviews and document review: leadership, hiring and onboarding strategies, pay and compensation, and organizational-related factors. Reducing turnover among frontline hospital support employees can positively affect the quality of care provided to patients, and improve the level of service provided by the hospital to the community it serves. Beyond increasing organizational efficiency, the findings of this study can contribute to social change benefits for employees as continued employment allows individuals to provide for themselves and their families.

Disengaged employees typically cost U.S. corporations $350 billion annually. The purpose of this case study was to explore strategies that some communication business leaders used to engage their employees that resulted in increased profits. The target population consisted of 4 communication business leaders located in Jackson, Mississippi who possessed at least 1 year of successful employee engagement experience. The self-determination theory served as the study's conceptual framework. Semistructured interviews were conducted and the participating company's archived documents were gathered. Patterns were identified through a rigorous process of data familiarization, data coding, and theme development and revision. Interpretations from the data were subjected to member-checking to ensure trustworthiness of the findings. Based on the methodological triangulation of the data collected, prominent themes emerged from thematically analyzing the data: rewards and recognition, empowering employees, and building a bond between leaders and employees. The implications for positive social change include the potential to improve employee engagement. Enhanced employee engagement could create social innovation and foster goodwill among employees, customers, and community members.