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首页> 外文学位 >Differences in Drivers of Employee Engagement and Leadership Engagement at a Large Quasigovernment Agency.
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Differences in Drivers of Employee Engagement and Leadership Engagement at a Large Quasigovernment Agency.

机译：大型准政府机构中员工敬业度和领导敬业度的驱动因素差异。

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摘要

This applied dissertation was designed to evaluate the differences in key drivers of employee engagement and leadership engagement at a large quasigovernment agency in Virginia. Because the organization desires to be an employer of choice recognized for a culture of high performance, engagement, and inclusion; diverse leaders and employees; and deep talent pools that meet evolving needs, understanding the role of leadership and the specific factors that drive engagement and inclusion within the organization will help drive future success. Further, understanding if there are key differences in key drivers of employee engagement and leadership will help promote understanding about how to motivate and engage leaders to provide the leadership necessary for the organization to be successful.;The structured interview questions and focus-group questions in this research study examined the key drivers of engagement to determine if there are differences in the drivers of employee engagement and leadership engagement. The researcher utilized individual structured interviews and focus groups to gather the data. A standard interview guide was used for the individual structured interviews and focus groups. A purposeful sampling methodology was used to select research subjects from two targeted groups, the employee subject group and the leader subject group. Twelve participants, including three leader and nine employees, were interviewed over a 1-week period.;Based on the results of the study as measured by the data gathered during the structured individual interviews and focus groups, the researcher concluded that there are differences in drivers of employee engagement and leadership engagement. Engagement drivers for employees and leaders were present in the three main areas, meaningfulness, safety, and availability. However, engagement drivers for employees and leaders were not consistently present for each of the identified subthemes.
机译：本应用论文旨在评估弗吉尼亚州一家大型准政府机构在员工敬业度和领导力敬业度的关键驱动因素上的差异。因为组织希望成为以高效能，敬业度和包容性文化而得到认可的首选雇主；多元化的领导者和员工；满足不断变化的需求的深层人才库，了解领导角色以及推动组织内参与度和包容性的特定因素将有助于推动未来的成功。此外，了解员工敬业度和领导力的主要驱动因素之间是否存在关键差异，将有助于增进对如何激励和吸引领导者以提供组织成功所需的领导力的理解。这项研究研究了敬业度的主要驱动因素，以确定员工敬业度和领导敬业度的驱动因素是否存在差异。研究人员利用个人结构化访谈和焦点小组来收集数据。一个标准的访谈指南用于各个结构化访谈和焦点小组。一种有目的的抽样方法被用来从两个目标群体中选择研究主题，即雇员主题组和领导者主题组。在1周的时间内对12名参与者进行了访谈，其中包括3名领导者和9名员工。；根据结构化个人访谈和焦点小组会议期间收集的数据所测得的研究结果，研究人员得出结论：员工敬业度和领导力敬业度的驱动力。员工和领导者的敬业度驱动因素存在于三个主要方面，即意义，安全性和可用性。但是，对于每个确定的子主题，员工和领导者的敬业度驱动因素并不一致。

著录项

  • 作者

    Johnson, Mary St. Bernard.;

  • 作者单位

    Nova Southeastern University.;

  • 授予单位 Nova Southeastern University.;
  • 学科 Business Administration Management.;Sociology Organization Theory.;Sociology Organizational.;Psychology Industrial.
  • 学位 Ed.D.
  • 年度 2010
  • 页码 113 p.
  • 总页数 113
  • 原文格式 PDF
  • 正文语种 eng
  • 中图分类
  • 关键词

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