The transition of organizations' workforces from a baby-boomer to a millennial majority in the 21st century has created work-engagement strategy challenges for management. The purpose of this study was to explore the engagement strategies that business managers design and implement that effectively address the generational differences within the workforce. The case study design was appropriate for addressing this study's purpose of exploring the successful experiences of approximately 125 healthcare business managers within a business organization in Huntington, West Virginia. Transformational leadership theory constituted the conceptual framework for this study. Methodological triangulation was used to identify key themes from the participants' interviews, employee training manuals, and job descriptions of the healthcare organization. The key themes that emerged were reverse mentorship, employee work-life balance, and employee feedback expectations. Social change could result from implementing the recommendations of this study to enhance employees' individual qualities such as worth, dignity, and a strong work ethic, thereby catalyzing employees' support of their local communities.
| Identifer | oai:union.ndltd.org:waldenu.edu/oai:scholarworks.waldenu.edu:dissertations-3029 |
| Date | 01 January 2015 |
| Creators | Riley, Kimberly Gail |
| Publisher | ScholarWorks |
| Source Sets | Walden University |
| Language | English |
| Detected Language | English |
| Type | text |
| Format | application/pdf |
| Source | Walden Dissertations and Doctoral Studies |
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