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Strategies Airline Business Leaders Use to Engage Their Employees.

Record Type:	Language materials, manuscript : Monograph/item
Title/Author:	Strategies Airline Business Leaders Use to Engage Their Employees./
Author:	Sartin, Walter.
Description:	1 online resource (141 pages)
Notes:	Source: Dissertations Abstracts International, Volume: 85-06, Section: A.
Contained By:	Dissertations Abstracts International85-06A.
Subject:	Educational leadership. -
Online resource:	click for full text (PQDT)
ISBN:	9798381184860

Strategies Airline Business Leaders Use to Engage Their Employees.
Sartin, Walter.

Strategies Airline Business Leaders Use to Engage Their Employees. - 1 online resource (141 pages)

Source: Dissertations Abstracts International, Volume: 85-06, Section: A.

Thesis (D.B.A.)--Walden University, 2023.

Includes bibliographical references

U.S. organizations, including the airline industry, report significant annual financial losses from a lack of employee engagement. In 2019, 71% of employees were not engaged in their jobs, resulting in significant financial losses. Airline business leaders are significantly challenged to engage their employees to avoid financial losses. Grounded in Shuck and Reio's engagement framework, the purpose of this qualitative multiple-case study was to explore strategies airline business leaders use to engage their employees successfully. Participants included three airline business leaders in Georgia who engaged their employees successfully. Data were collected from semi-structured interviews and company documents. Thematic analysis of the data resulted in three themes: peer-nominated recognition programs improved employee engagement, open communication with employees improved employee engagement, and enforcement of informal rules improved employee engagement. A key recommendation includes building the employees' morale and rewarding employees for their efforts through the implementation of peer-nominated recognition programs. The implications for positive social change include the potential to develop airline industry work environments in which employees may be more engaged, which could improve employees' living conditions, balance between employees' personal and work lives, and delivery of enhanced customer service.

Electronic reproduction.
Ann Arbor, Mich. :
ProQuest,
2024

Mode of access: World Wide Web

ISBN: 9798381184860Subjects--Topical Terms:

585508
Educational leadership.
Subjects--Index Terms:

Airline industryIndex Terms--Genre/Form:

554714
Electronic books.

Strategies Airline Business Leaders Use to Engage Their Employees.
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500 $a Source: Dissertations Abstracts International, Volume: 85-06, Section: A.
500 $a Advisor: Gaytan, Jorge;Simmons, Brandon.
502 $a Thesis (D.B.A.)--Walden University, 2023.
504 $a Includes bibliographical references
520 $a U.S. organizations, including the airline industry, report significant annual financial losses from a lack of employee engagement. In 2019, 71% of employees were not engaged in their jobs, resulting in significant financial losses. Airline business leaders are significantly challenged to engage their employees to avoid financial losses. Grounded in Shuck and Reio's engagement framework, the purpose of this qualitative multiple-case study was to explore strategies airline business leaders use to engage their employees successfully. Participants included three airline business leaders in Georgia who engaged their employees successfully. Data were collected from semi-structured interviews and company documents. Thematic analysis of the data resulted in three themes: peer-nominated recognition programs improved employee engagement, open communication with employees improved employee engagement, and enforcement of informal rules improved employee engagement. A key recommendation includes building the employees' morale and rewarding employees for their efforts through the implementation of peer-nominated recognition programs. The implications for positive social change include the potential to develop airline industry work environments in which employees may be more engaged, which could improve employees' living conditions, balance between employees' personal and work lives, and delivery of enhanced customer service.
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538 $a Mode of access: World Wide Web
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650 4 $a Finance. $3 559073
653 $a Airline industry
653 $a Financial losses
653 $a Business leaders
653 $a Employee engagement
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