<p> This dissertation explores the initial formation process of bands of General Business (GB) musicians. GB musicians are professional instrumentalists and vocalists with a substantial repertoire of popular songs spanning various time periods, genres and styles, whose primary work includes weddings, banquets, corporate events, and other forms of function work. This exploratory, qualitative study observed and recorded the rehearsals or showcase of four GB bands within the first four months of existence, and the 25 band members were interviewed. Data was analyzed using thematic analysis. Analysis of the observational data revealed three emergent themes, and analysis of the interview data revealed six emergent themes. All emergent themes relate to being a GB musician, leadership, norms, comfort, interdependence, expectations, and anxiety. Further analysis revealed four key findings. The first key finding indicates that during initial formation, GB band members enjoy their work, are invested in the success of their GB band, and become more comfortable in sharing their ideas with members of their GB band the more they play together. The second key finding showed that during initial GB band formation, members expect to be paid well, but members discuss not being paid well during initial GB band formation since the focus is on members being able to work effectively together. Third, participants perceive the formal GB band leadership as the initiators of directing behaviors and defining norms during initial formation. The fourth and final key finding suggests that members perceive two different types of norms within their GB band during initial formation, which include band-specific ways of working together, as well as rules of GB band etiquette that apply to being a part of a GB band in general.</p><p>

<p> Rapid changes within the global market have intensified the shortage of experienced talent. Employee turnover remains a major threat to companies worldwide. This study examined the use of stay interviews for retaining key employees from the perspective of managers. Nine leaders who manage key talent were interviewed about what measures they currently take to retain key employees and their perspectives about using stay interviews to increase the retention of key employees. The resulting data were examined using content analysis. Study findings indicated that managers at the case organization currently engage in four activities to retain key talent: fostering employees&rsquo; productivity and development, providing rewards and recognition, disseminating organizational information, and offering professional and personal support. Managers believed that stay interviews enhance retention of key talent through a number of mechanisms such as helping employees feel valued, cultivating supportive managerial behaviors, and building strong supervisor-subordinate relationships.</p><p>

<p>The purpose of this study was to design an integrated goal and competency framework based individual development plan process. Interviews with eight employees who had been through the process were conducted. Competency frameworks have been shown in existing literature and this study to be an effective tool for leveraging for employee development and driving discussions that employees value. Findings showed that using competency frameworks provides more than enough benefits to justify people managers investing the time to understand it, socialize it within their teams, and use it as a core piece of this process. Future studies should look at multiple teams with different managers to explore that variable further.

<p> The purpose of this qualitative case study was to understand the process of learning and organization development and change (ODC) in a community-based enterprise in Myanmar as impacted by a certificate program in organizational development. Decades of military rule, civil war, and limited access to high-quality health and education services led to the creation of over 200,000 community-based organizations and enterprises in Myanmar. One initiative to support development and change in these organizations was the Payap University-International Rescue Committee Certificate Program in Organizational Development that was offered to members of over 100 organizations in Southeast Myanmar and along the Thai-Myanmar border from 2014-2017. </p><p> One exemplary organization that had four members participate in the certificate program was selected for this study, and data were collected over a four-week period through interviews, observations, documents, and a focus group. The primary research question framing this study addressed how the process of learning and ODC occurred in this organization as impacted by the certificate program. </p><p> The following three categories emerged from the data analysis: learning from the certificate program, the process of learning and change, and evidence for change. These findings led to an understanding of the essence of the process of learning and change, first through the diffusion of learning in the organization as a driver of development and change, and then through an open-systems change model including its inputs, changes processes, and outputs. In addition to the certificate program as an input to development and change processes, this study showed the importance of political and economic changes, culture, and organization characteristics as antecedents to change. This research highlighted the centrality of social learning through role modeling in the diffusion of learning and demonstrated the importance of buy-in from the organization&rsquo;s members as well as their perceived alignment of the change efforts with the needs or the organization.</p><p>

<p> The purpose of this qualitative exploratory case study was to explore and find out the criteria that leaders of corporate boards in Ghana consider in appointing non-executive directors. Twenty for-profit corporations made the sample size for interviews and observations. The researcher conducted in-depth interviews with convenient and willing board chairmen. The interviews involved open-ended questions about competencies and qualifications looked for in board member candidates. Data from secondary sources such as curriculum vitae of existing non-executive board members were reviewed to validate data. The QSR NVivo 8 software product was used to code and analyze the research data into themes. QSR is a software package that analyzes data for themes in words, sentences, or paragraphs of electronic written data, often discovering themes the human eye could miss. Nine themes emerged representing criteria considered in selecting and appointing non-executive directors. The criteria identified were independent mind, expertise and experience, availability of the prospective appointee, entrepreneurial orientation, proving integrity, leadership orientation, good academic background, networking advantage, and trusted friends. The results of the research may ensure the appointment of right persons to corporate boards for good corporate governance in Ghana and high profitability in organizations. The Ghana government may incorporate in the corporate governance regulations standard criteria for appointment of non-executive directors to all boards of organizations.</p><p>

<p> This dissertation investigated approaches which key informants and practitioners have used to successfully align leadership development and strategy management. The subjects interviewed in this study were familiar with organizations that made significant investments in leadership development programs and overcame the challenges associated with aligning leadership development with strategy management. The study explored how the participants described their approaches to aligning leadership development with strategy management via semi-standardized interviews from a targeted population of key informants and practitioners with significant experience as business executives, consultants, and academic leaders focused on the processes of leadership development and strategy management in organizations. Six key findings emerged from this study regarding the alignment of leadership development with strategy management: 1) leadership development in organizations should be differentiated to fit varying roles, yet integrated throughout the organization through similar and shared competencies, 2) leadership development competencies should be connected to and leveraged within the organization&rsquo;s strategy management processes, 3) organizations should have a formal approach that aligns leadership development, not only with the company&rsquo;s current strategic management objectives, but also with where the company was headed, 4) leadership development competencies should be aligned with the beliefs and behaviors of senior executives, 5) leadership development competencies should be linked to the organization&rsquo;s key results through a strategic framework, 6) developing leadership competencies that lead to specific results was an ongoing process best achieved through action-learning. Regardless of the business sector or size of the organization, the findings of this study indicated that a successful approach to facilitating the alignment of leadership development with strategy management was an approach that incorporates leadership, culture, teamwork, and alignment: the components of organizational capital.</p><p>

<p> Volunteers are necessary for the economy and impact the community by helping non-profit organizations provide services to those in need. The need for productive volunteers is growing and will likely continue to grow amidst nation-wide budget cuts. Finding practical, low-cost strategies to facilitate engagement within volunteer workforces is the next step in addressing how non-profit organizations can alleviate the volunteer shortage. Following social exchange theory and reciprocity norms, I propose that volunteer meetings are an avenue through which exchange relationships between organizations and their volunteers may be generated, thereby influencing volunteer engagement. Specifically, I hypothesized that volunteers&rsquo; satisfaction with meetings will be associated with their engagement and that volunteer perception of voice and role clarity will moderate the relationship between satisfaction with meetings and engagement. Survey responses from volunteers in a variety of non-profit organizations was collected. Data was analyzed using factor analysis and multiple regression analysis. Volunteers&rsquo; satisfaction with meetings was strongly associated with their engagement. However, the relationship of volunteer engagement on meeting satisfaction was not moderated by volunteers&rsquo; perception of voice nor role clarity.</p><p>

<p> Volunteers represent an important resource to many nonprofit organizations. Keeping volunteers committed and engaged is as significant a goal to nonprofits as keeping paid employees committed and engaged is to for-profit companies. This study identified the factors that affect engagement for two volunteer leadership councils at one nonprofit organization. Engagement levels for 19 volunteers were assessed using a validated survey and 5 participants from each council were then selected for follow-up interviews about factors that affect their engagement. Findings indicated that both councils were similarly engaged in their work at the nonprofit. Meaningful work, intrinsic rewards, desire to make a difference, organizational commitment, attachment to the mission, perceived supervisor support, rewarding interpersonal relationships, extrinsic rewards, challenging work, and other job characteristics increased engagement. Performing disliked activities, unrewarding interpersonal relationships, lack of time to volunteer, and other factors decreased engagement. Practical recommendations and suggestions for continued research are offered.</p><p>

<p> This study examined the impact of involvement in strategic planning initiatives on employee perceptions, change behaviors, and engagement within one federal public health agency. Forty-six staff completed a survey and 12 completed an interview. Both strategy participants and non-participants reported neutral to positive scores for perceived value and benefits of the strategic initiatives, discretionary change behaviors, and engagement factors, with few significant differences. All participants reported strong levels of engagement and that strategy participation would or did increase their levels of engagement. Public agencies should carefully consider when, how, and where to deploy employee-led strategy teams. Specifically, this research indicates that the involvement of employees in strategy for engagement purposes only should be avoided. Additional research is needed to extend and confirm these findings.</p><p>

<p> The purpose of this action research study was to understand the contribution of an appreciative inquiry (AI) intervention to a church ministry. Twenty-three ministry stakeholders participated in a 9-hour, 2-day AI process. Immediate post-event survey results indicated participant agreement that the AI intervention created a shared vision for the ministry. Survey data were analyzed using content analysis to identify four areas of opportunity for ministry growth and development. All participants reported interest in supporting these opportunities in the ensuring 3 months. Participants rated seven potential factors to support the implementation of opportunities. Recommendations are offered for the study organization and churches considering the use of AI. This study was intended to contribute to the continuing development of AI practice and theory for churches. The principles, practices, and the results generated from it are hoped to provide value in planning AI interventions within other congregations. </p><p>