Enhancing Strategies to Improve Workplace Performance Francine Williams Richardson Walden University

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Walden University

College of Management and Technology

This is to certify that the doctoral study by

Francine Richardson

has been found to be complete and satisfactory in all respects, and that any and all revisions required by the review committee have been made.

Review Committee Dr. Robert Miller, Committee Chairperson, Doctor of Business Administration Faculty

Dr. Ronald McFarland, Committee Member, Doctor of Business Administration Faculty

Dr. Bruce Lazar, University Reviewer, Doctor of Business Administration Faculty

Chief Academic Officer Eric Riedel, Ph.D.

Walden University 2014

Abstract

Enhancing Strategies to Improve Workplace Performance

by

Francine W. Richardson

MPA, Albany State University, 2009

BS, Albany State University, 2006

Doctoral Study Submitted in Partial Fulfillment

of the Requirements for the Degree of

Doctor of Business Administration

Walden University

December 2014

Abstract

When employees become dissatisfied at an organization, they may develop negative

behaviors that impede profits and productivity. The purpose of this single case study was

to explore what strategies are essential for organizational leaders to improve workplace

performance. Maslow’s hierarchy of needs served as the conceptual framework for this

study. Data collection involved face-to-face, semistructured interviews of 20 managers,

floor employees, and clerical staff from a business organization in Southwest Georgia.

Participant selection was based on employees’ tenure of at least 1 year of experience

within the organization. Interviews were transcribed and coded for common patterns and

themes. Five themes emerged: (a) workplace environment, focusing on the level of

flexibility given to employees in the organization; (b) feedback sources in organizations,

centering on measurable standards such as written evaluations and other resources

provided to employees; (c) management relationships, focusing on managers’ influence

on the performance of employees; (d) barriers in the workplace, examining internal and

external sources that impede performance; and (e) recruitment/promotion strategies,

centering on the organization’s compensation incentives. Study outcomes suggest

organizational leaders may increase employee work performance by enhancing strategies

that provide a positive assortment of motivational tools and opportunities. In addition,

these findings suggest collaborative decision making between management and

employees has a positive relationship with work attitudes and the engagement of

employees. Leaders in organizations may apply these findings to develop an enriched

workplace environment, one that could improve employee retention rates.

Enhancing Strategies to Improve Workplace Performance

by

Francine W. Richardson

MPA, Albany State University, 2009

BS, Albany State University, 2006

Doctoral Study Submitted in Partial Fulfillment

of the Requirements for the Degree of

Doctor of Business Administration

Walden University

December 2014

Dedication

To my loving mother, who has given me encouragement and support. To my

children, Devone and Sharletta, who always ensure me I am never too old to accomplish

any goal.

Acknowledgments

I acknowledge my chair, Dr. Robert Miller, who has been an astonishing

inspiration throughout this challenging process. I also acknowledge Dr. Turner and my

committee members, Dr. McFarland, Dr. Fusch, and Dr. Lazar, for the challenging

deliverance of doctoral work. Thank all of you for your professional guidance and

feedback throughout this process.

i

Table of Contents

Section 1: Foundation of the Study …………………………………………………………………………..1

Background of the Problem ……………………………………………………………………………….1

Problem Statement ……………………………………………………………………………………………5

Purpose Statement …………………………………………………………………………………………….6

Nature of the Study …………………………………………………………………………………………..7

Research Question ……………………………………………………………………………………………9

Conceptual Framework ……………………………………………………………………………………11

Definition of Terms…………………………………………………………………………………………15

Assumptions, Limitations, and Delimitations ……………………………………………………..15

Assumptions ……………………………………………………………………………………………. 15

Limitations ……………………………………………………………………………………………… 16

Delimitations …………………………………………………………………………………………… 16

Significance of the Study …………………………………………………………………………………17

Contribution to Business Practice ………………………………………………………………. 17

Implications for Social Change ………………………………………………………………….. 18

A Review of the Professional and Academic Literature ……………………………………….20

Development Strategies for Workplace Performance ……………………………………. 21

Barriers that Influence Workplace Performance …………………………………………… 31

Groups Impacting Changes in the Workplace ……………………………………………… 42

Transition and Summary ………………………………………………………………………………….49

Section 2: The Project …………………………………………………………………………………………..51

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Purpose Statement …………………………………………………………………………………………..51

Role of the Researcher …………………………………………………………………………………….52

Participants …………………………………………………………………………………………………….53

Research Method and Design …………………………………………………………………………..54

Method …………………………………………………………………………………………………… 55

Research Design………………………………………………………………………………………. 56

Population and Sampling …………………………………………………………………………………58

Ethical Research……………………………………………………………………………………………..60

Data Collection ………………………………………………………………………………………………61

Instruments ……………………………………………………………………………………………… 61

Data Collection Technique ……………………………………………………………………….. 64

Data Organization Techniques …………………………………………………………………… 65

Data Analysis Technique …………………………………………………………………………………67

Interview Questions …………………………………………………………………………………. 67

Reliability and Validity ……………………………………………………………………………………71

Reliability ……………………………………………………………………………………………….. 72

Validity ………………………………………………………………………………………………….. 72

Transition and Summary ………………………………………………………………………………….74

Section 3: Application to Professional Practice and Implications for Change ………………76

Overview of Study ………………………………………………………………………………………….76

Presentation of the Findings……………………………………………………………………………..78

Theme 1: Workplace Environment …………………………………………………………….. 81

iii

Theme 2: Feedback Sources in the Organization …………………………………………. 84

Theme 3: Management Relationships …………………………………………………………. 87

Theme 4: Barriers in the Workplace …………………………………………………………… 88

Theme 5: Recruitment/Promotion Strategies ……………………………………………….. 89

Applications to Professional Practice ………………………………………………………………..90

Implications for Social Change …………………………………………………………………………91

Recommendations for Action …………………………………………………………………………..92

Recommendations for Further Study …………………………………………………………………95

Reflections …………………………………………………………………………………………………….96

Summary and Study Conclusions ……………………………………………………………………..97

References …………………………………………………………………………………………………………..98

Appendix A: Informed Consent Form …………………………………………………………………..124

Appendix B: Certificate of Completion …………………………………………………………………127

Curriculum Vitae ……………………………………………………………………………………………… 128

1

Section 1: Foundation of the Study

Employee engagement is paramount in business circles because it brings positive

outcomes for organizations. Jones and Lewis (2011) indicated the relationship of

employees to their organizations materialized through withdrawal behavior or

commitment to the organization. Engaged workers appeared less stressed and more

satisfied in a personal setting. The workers also used less health care, took fewer sick

days, were more productive, and stayed longer with their organizations than their less

engaged counterparts (James, McKechnie, & Swanberg, 2011). Dissatisfied employees

cost American businesses $300 billion a year in lost productivity (James et al., 2011).

Sreedhar (2011) noted the expected transformation of the economic atmosphere

cutting across borders, advances in technology, and the ensuing intense competitive

markets have created enormous pressure on organizational leaders to rethink how they

manage their workforce. The overlapping of different cultures has developed a new class

of people, comprehensive citizens with comprehensive attitudes, tastes, and networks

(Marga, 2010). Murray, Haynes, and Hudson (2010) found the profound differences in

ideologies were an issue, especially when companies often considered engagements as a

management issue rather than a relationship. Organizational leaders should move from

far-reaching notions of conserving nature and fascinations with splendor to a rational

structure provided by the concept of human sustainability (Gibson, 2012).

Background of the Problem

Innovation is a significant driver of the growth, success, and profitability of

organizations and nations. Innovation is not the only driver of growth. Leaders should

2

commit to the recruitment, retention, and strategic support of employees (Agrawal,

2012). Culture in organizations has become a common perception that sets the tone

within an organization (Marga, 2010). A factor that affects the performance of workers is

management’s strategy within an organization. The way organizational leaders treat the

employees and the respect shown to employees may set the atmosphere for an entire

shift. Managers with poor attitudes may reduce the employees’ performance, and

retention could become a problem for organizations when employees feel disconnected

and leave (Kwon, Chung, Roh, Chadwick, & Lawler, 2012).

Corporate culture is one of the strongest drivers of innovation globally (Tellis,

Prabbu, & Chandy, 2009). Employees want to belong to an organizational culture where

managers and workers understand assigned goals and they have an incentive to achieve

the goals. Leaders should retain qualified talent to sustain in a competitive market

(Kaplan, Wiley, & Maertz, 2011) by maintaining high productivity or goal achievement.

Normal hiring procedures will not be sufficient to keep employees if organizational

leaders have limited opportunities for advancement (Stewart, Volpone, Avery, & McKay,

2011).

Attitudes, behaviors, and communication issues produce cultural dissimilarities

(Holmes, 2010). Kochanowski (2011) asserted leaders might develop retention

challenges if they do not have good retention strategies. These strategies allow managers

to reduce turnover and retention costs (Chen, Wang, & Chu, 2010), but few

organizational leaders have strategies in place (Armstrong-Stassen & Ursel, 2009).

Without comprehensive strategies in place, misunderstandings continue to occur among

3

people susceptible to change in organizations due to different values, beliefs, and

backgrounds (Holmes, 2010). Holmes (2010) also noted these destructive acts reflect

spoken behavioral indignities that employees experience from other employees. People

with negative behaviors can embarrass other employees and affect work performance of

others (Holmes, 2010), causing organizations lost profits and lost productivity. Gberevbie

(2010) observed the connection between employee retention strategies and performance

and determined improper retention strategies could have adverse effects on an

organization’s profits.

Baek-Kyoo and Park (2010) reasoned that interaction is a key factor to a high-

performance work group’s success because employees keep each other informed and

work collaboratively. Employee involvement practices significantly reduce negative

relationships between voluntary turnover and workplace performance (Kwon et al.,

2012), especially for minority employees who tend to have a higher turnover rate.

Despite organizational efforts to decrease employee turnover, retention costs persist

(Iqbal, 2010). Organizational leaders may want to examine strategies such as life

programs, training, and other incentives to retain employees. JetBlue incorporated a

retention strategy to provide training to employees, which encouraged employee decision

making (Wegner, 2011). Aaron (2011) examined recruiting and retention practices for

registered nurses in long-term care facilities and found the short span of training

programs, low wages, regulations, and lack of support contributed to employee turnover.

Wegner (2011) asserted successful leaders should engage, motivate, and retain

outstanding employees while simultaneously controlling costs. Compared to conventional

4

benefits options, innovative benefits such as flexible schedules or insurance benefits can

provide increased value to workers at smaller costs to the employer (Wegner, 2011).

Wegner also noted providing employees with training and resources to perform a job

increases employee morale and motivation. Employee involvement has optimistic

outcomes for both employees and organizations because these practices motivate

workers. Reinforced practices build workers’ skills and provide authority to make

decisions (Yang & Konrad, 2011). Baer (2012) stated the relation between creativity and

implementation regulates individuals’ motivation to put their ideas into practice and their

ability to achieve strong relationships within an organization.

Cui and O’Connor (2012) stated there have been a large number of studies on

global culture completed recently. Globalization and offshore outsourcing have led

today’s business leaders to internationalize activities; therefore, skilled performance has

become a serious issue in managing the current workplaces (Karjalainen, 2010). It is

important for managers to consider this issue by utilizing the potential capabilities of a

multicultural workforce to achieve organizational success (Sultana, Rashid, Mohiuddin,

& Huda, 2013). Karjalainen (2010) revealed globalization has affected and changed

functions of organizations. The ability to create or give the impression of globalization

comes from ethical behavior (Youngs & Widdows, 2009).

Oerlemans and Peters (2010) noted global changes in cultures affect the global

business environment. A high-performing workplace can enhance internal organizational

structure and work processes to suit the changing business landscape. Leaders in

organizations should consider retention strategies to improve employee dedication and

5

reduce stress to decrease turnover rates (Rekha & Kamalanabhan, 2010). Leaders are

confronting changes in the workforce due to market preferences, regulations and policies,

and demographic existences (Oerlemans & Peters, 2010). Employers exert influence over

the dedication and commitment of employees through tracking sources (Brown,

McHardy, McNabb, & Taylor, 2011).

Supervisors and managers are using employee-tracking tools because significant

portions of organizational profits correlate with employee performance and retention

(Van De Voorde, Paauwe, & Van Veldhoven, 2010). Crisp and Turner (2011) noted that

diversity is a defining characteristic of modern society. Munda (2011) noted positively

managing workplace programs leads to dedicated and healthier performing employees

who promote demographic interactions and appreciation of cultures. Leaders who want to

hire and enrich people to become influential leaders need to learn how to select people

who have core business competencies (Muna, 2011).

Problem Statement

Avery, Volpone, McKay, King, and Wilson (2011) noted tardiness and

absenteeism of full-time employees resulted in productivity losses costing organizations

between $200 to $700 per employee missed workday. Organizations lose an average of

$47,000 when replacing each employee with 2 years tenure or more, and approximately

$9,000 per year replacing each first-year employee (Avery et al., 2011). An

organization’s culture and overall financial performance have the potential to influence

employees to stay or leave an organization (Beheshtifar & Nazarian, 2013). People learn

by focusing attention on role models to determine appropriate behaviors and attitudes.

6

Individuals want to affiliate with members of similar cultures (Kaplan et al., 2011).

Retention of employees can be an expensive challenge for organizations when

individuals feel isolated (Beheshtifar & Nazarian, 2013). Beheshtifar and Nazarian

(2013) noted employees who do not feel connected exhibited dissatisfaction through

withdrawal behaviors such as a reduction in productivity, absenteeism, low employee

morale, and high turnover rates. The general business problem in this study was that

employee withdrawal behaviors can hinder an organization’s profits and productivity. The

specific business problem was that some organizational leaders lack strategies to improve

workplace performance.

Purpose Statement

The purpose of this qualitative single case study was to determine what strategies

are essential for organizational leaders to improve workplace performance. The research

design for this study consisted of semistructured, face-to-face interviews and case study

using archival documents. Semistructured interviews are open and provide new ideas

during the interview because of an interviewee’s comments (Marshall & Rossman, 2011).

Twenty managers, floor employees, and clerical staff from a business organization

located in Southwest Georgia participated in the interviews.

The rationale for using a case study was to maintain the holistic and relevant traits

of real-life events such as organizational processes (Yin, 2009). Neuman (2011) noted the

case study method has significant merits, including conceptual validity, the ability to

trace processes, calibration, and holistic elaboration. The findings of this study might

affect business practices as well as provide strategy recommendations in regards to

7

performance in the workplace. The findings may also contribute to the effectiveness of a

knowledgeable and flexible workforce.

Nature of the Study

The qualitative research method is a method for exploring and understanding the

implication individuals or groups attribute to a social problem. This method allows

insight into attitudes, value systems, cultures, and lifestyles by exploring issues and

harvesting information from case studies (Marshall & Rossman, 2011). Management’s

role is to eliminate challenges such as communication breakdowns and hostilities that

arise from working in highly heterogeneous environments (Choi & Rainey, 2010).

Qualitative researchers do not set radical social policies. People who exhibit such

behaviors can benefit from observations by researchers completing qualitative studies

(Stake, 2010). Workplace performance is a serious issue for modern organizational

management. Concomitantly, managing employee performance deserves greater

prominence in public, private, and nonprofit organizations (Choi & Rainey, 2010).

According to Marshall and Rossman (2011), scholars consider three research

methods when completing qualitative studies and use quantitative research to analyze

tangible theories by examining the relationship among variables. Individuals using the

quantitative method employ tested data in a realistic procedure, but it can be difficult

without some basic information (Stake, 2010). Mixed method research combines

qualitative and quantitative procedures and draws from the strengths of a qualitative or

quantitative research methodology (Tashakkori & Teddlie, 2010). Byrman, Becker, and

Sempik (2008) noted mixed method research is a combination of quantitative and

8

qualitative research criteria and uses different principles for quantitative and qualitative

components. It was not feasible to assess the quantitative or the mixed research method

for this study because neither would allow me to achieve optimal information on the

research topic.

Research designs consist of general assumptions to specific methods of data

collection (Stake, 2010). Within the qualitative research method, there are five types of

qualitative research designs (Tashakkori & Teddlie, 2010). The research designs are

narrative, phenomenology, grounded theory, ethnography, and case studies (Stake, 2010).

Ethnography is a qualitative design in which a researcher describes and interprets shared

and learned language, behaviors, and beliefs of a culture-sharing group (Stake, 2010).

This research involves observation over time and can be helpful during initial research

(Stake, 2010), but this research is time consuming.

Grounded theory is a systematic methodology of inquiry involving the collecting,

analyzing, and numerous data collection techniques over a long period (Hutchison,

Johnston, & Breckon, 2010). Grounded theory analysis is helpful when a process, action,

or interactions form the opinions of a significant number of participants (Stake, 2010).

Narrative research is challenging because the researcher obtains detailed information

about the participant, which could lead to issues in collecting and analyzing data.

Phenomenological research involves streamlined data collection as the participants have

experienced the phenomenon (Stake, 2010). The goal was to complete qualitative

research through case study using archival data and interviews.

9

Research Question

The purpose of this qualitative explorative single case study was to discover what

strategies organizational leaders need to motivate workplace performance in business

organizations. Bloomberg and Volpe (2012) recommended the use of a fundamental

question that encompasses the entire research design. The following was the central

question for this study: What strategies are essential for organizational leaders to improve

workplace performance?

High-retention organizations spend inordinate amounts of resources on recruiting

and replacing employees. Individuals leave organizations for different reasons.

Significant areas that motivate people to leave employment positions are an unsuccessful

fit with the organizational climate and culture, an uncomfortable connection between the

individual and coworkers, or a pitiable alignment between performance and salary.

Another reason is limited opportunities for advancement (Buttner, Lowe, & Billings-

Harris, 2010). Employee retention commences by paying attention to what causes

inadequate job satisfaction as well as what attracts, motivates, and retains workforces.

Money and benefits may entice employees through the front door, but inadequate work

conditions force employees out the back (Avery et al., 2011).

Fusch and Gillespie (2012) noted organizational leaders are striving to improve

workplace performance. However, training is not always a preeminent solution, which is

why organizations have begun to focus on result-based interventions linked to the

organization’s strategic and operational plans (Fusch & Gillespie, 2012). To assist with

understanding performance issues, I asked the following interview questions:

10

Specific interview questions for managers:

1. How do managers quantify performance in the organization?

2. What determines the achievement of performance requirements?

Questions 1 and 2 assisted me in determining what kind of system

organizational leaders’ use for job performance.

3. How do you perceive the current training within the organization?

This question allowed me to observe the level of training provided to

supervisors/management to assist them in understanding how to manage

employees.

4. What materials or tools are available to enhance learning and performance?

This question allowed me to observe how leaders in the organization

encourage learning and team development.

5. What obstacles/barriers do you think hinder employees’ performance levels in

the organization?

This question helped me to understand performance issues addressed by

leaders.

Specific interview questions for employees:

1. What is the working environment like in your organization?

This question allowed me to analyze the organization’s environment for

employees.

2. How is performance determined in your organization?

This question assisted me with determining how management responds to

11

employees.

3. What tools/materials might help you with understanding performance

requirements?

This question allowed me to observe the level of understanding employees

have about their performance requirements.

4. What are some barriers that impede work performance in the organization?

This question helped me to understand performance issues addressed by

management.

5. What recruitment/promotion strategies exist in the organization?

This question allowed me to observe the existing strategies in the

organization.

Conceptual Framework

The conceptual framework in this qualitative research provided a basis for

understanding employees’ job satisfaction factors and motivators and examining the

factors in relation to workplace performance. Understanding the factors that affect job

satisfaction and job dissatisfaction are essential parts of successful organizations and may

lead to retaining employees (Iqbal, 2010). Ashraf and Joarder (2010) asserted

competencies are behaviors that comprise the knowledge and skills required for

successful performance. These competencies aligned with business objectives help

strengthen an organization’s success.

Fritz, O’Neil, Popp, Williams, and Arnett (2013) reasoned stimuli prompts

behaviors that then result in responses followed by reinforcing consequences. The reward

12

or punishment cost of these consequences increases or decreases the likelihood of future

repetition of this behavior. Greene and Kirton (2011) suggested that when employees did

not understand the culture of an organization it influenced performance and retention.

Improving the work environment and participation by employers with the well-being of

employees might lead to a decrease in turnover (Lambert & Paoline, 2010). For example,

when organizations’ managers do not establish a strong relationship with employees,

turnover rates can increase. Shin, Taylor, and Seo (2012) found employees who dedicated

themselves to their jobs did not intend to leave. When employees are not happy with the

income they make or a role in the organization, turnover increases (Nyberg, 2010).

Westover and Taylor (2010) found job satisfaction increases productivity,

although employment relations affect job satisfaction. Organizational leaders manage

employee retention differently, depending on the effect of retention on finances. Galletta,

Portoghese, and Battistelli (2011) asserted that an increase in employee turnover affects

motivation within an organization. Gilbert (2007) provided a model for human

competence. Gilbert noted two elements influenced performance in the workplace:

employee behavior and environmental concerns. In the model, environmental concerns

for improvement are above the horizontal line, and employee behavior opportunities for

improvement are below the line. Gilbert also addressed three subcategories for

environmental support and employee behavior: information, motivation, and

instrumentation. Information in the hard field of management relates to the information

and communication available to the employee to improve performance. Information in

the soft area of management relates to an employee’s knowledge and expertise (Gilbert

13

2007).

Binder (1998) added to Gilbert’s work by developing the six boxes approach to

human performance. Boxes 1 through 3 illustrate the hard area of management and Boxes

4 through 6 reveal the soft area of management. Binder suggested that if the first five

boxes undergo development, Box 6 will reflect motivation. If the first five boxes

experience no motivation, Box 6 reflects problems. Worker behavior represents Box 6

and is essential to workplace performance.

The Herzberg (1959) motivation hygiene theory, or two-factor theory, depicts

variables that affect job satisfaction, job dissatisfaction, employee turnover, and retention.

Herzberg collected data by interviewing accountants and engineers to understand

employee motivators and what motivators gave employees satisfaction with jobs.

Personal growth and self-achievement were employee motivation drivers. Factors that led

to employee dissatisfaction were work-related relationships, work conditions, and pay

(Herzberg, 1959). Galletta, Portoghese, and Battistelli (2011) asserted that an increase in

employee turnover affects motivation and the organization. Employee motivation

increases when employees are happy with job positions (Ashraf & Joarder, 2010). As

employees develop a positive work-related attitude, they become satisfied with the work

environment. However, motivation decreases when employees develop negative attitudes

about the job. Job dissatisfaction and lack of motivation then lead to employee turnover

(Ashraf & Joarder, 2010).

De Brouwer (2009) discussed Maslow’s job performance model of motivation and

stated that motivation did inspire performance on the job. De Brouwer noted two

14

categories influence motivation: individual inputs and job conditions. Individual inputs

are the contributions individuals bring to the organization such as goals, work ethics, and

job knowledge. Job context is what the job offers to the individual in relation to

motivations such as the physical environment, supervisory support, and reward systems

(De Brouwer, 2009). Maslow (1943) noted his theory was a general framework

explaining how individuals demonstrate basic levels of needs.

Brown et al. (2011) noted factors that affect employee engagement and reliability

include age and gender, while workplace level characteristics of importance included

human resource policies. Employee engagement and dedication are key features in high-

performance workplaces. Strong commitment to an organization develops because

employees impart values with both the organization and employees. Employee

participation, which includes participation in collaborative decision making, has a

positive relationship with practical work attitudes and employee engagement (Brown et

al., 2011).

According to Cocchiara, Connerley, and Bell (2010), American companies with

more than 100 employees cited leadership development, including leadership training, as

a top priority. Training is essential in every business to achieve the best performance

from all employees. Ambiguous principles for career development opportunities increase

the retention problem in organizations (Kochanowski, 2011). Cocchiara et al. (2010)

stated American businesses spend approximately $200 million to $300 million a year on

training. Once a leader has determined that training is the correct approach to achieve

management goals, the next step is to create training goals.

15

Definition of Terms

The following are terms used throughout the study for purposes of the research:

Barriers: Procedures or practices that limit employment opportunities for

individuals (Yang & Konrad, 2011).

Culture: Accepted behavioral patterns within the confines of specific groups as

guided by a pattern of shared learned beliefs, traditions, and principles (Ardichvili,

Mitchell, & Jondle, 2009).

Workplace performance: The abilities and performance of individuals connected

with an organization (Hunter & Thatcher, 2007).

Assumptions, Limitations, and Delimitations

Assumptions are events or things that are not visible or testable, and may be out

of the researcher’s control (Neuman, 2011). Limitations are inherent weaknesses in a

study such as time. A study conducted over time is a snapshot subject to conditions

occurring during that time.

The delimitations are the characteristics that limit the scope and define the

boundaries of the study. The delimitations are in a researcher’s control (Yin, 2009).

Delimiting factors included the option of objectives, research questions, and theoretical

perspectives. The delimitations section of the study clarified the criteria of participants in

the study, the geographic region for the study, and the organization involved (Neuman,

2011).

Assumptions

An assumption in completing this study was it would contribute to the

16

effectiveness of a knowledgeable and flexible workforce. Increasing workplace

performance appears to be a firm response to assisting with organizations’ business

needs. Organizational commitment links to work outcomes such as workplace

performance and absenteeism (Hunter & Thatcher, 2007). Hunter and Thatcher (2007)

also noted commitment influenced workplace performance through recognition and

internalization. Committed individuals connect with an organization and assume the

attitudes and behaviors endorsed to establish a satisfying, self-defining connection with

it. Further, they actively embrace the values and goals of the organization and exert effort

toward these goals (Hunter & Thatcher, 2007). Employee participation has a positive

outcome shown by positive work attitudes and employee commitment (Brown et al.,

2011). Another assumption was respondents would share information ethically and

without restraint.

Limitations

Limitations in completing the study included the travel time and the ability to

obtain an interview return rate of 100% in the study. The research focused on workplace

performance in organizations located in Southwest Georgia. Therefore, the peripheries

surrounding conditions limited the application of the results. Another limitation pertained

to examining specific aspects of poor workplace performance rather than all components

of performance and providing credible findings. The conclusion of the case study should

indicate credible or contradictory findings (Yin, 2009).

Delimitations

I acquired the majority of the data from interviews and a case study. Yin (2011)

17

implied an interview acquires minimal additional information after 20 interviews. I

analyzed data from one organization in Southwest Georgia using a sample size of 20

participants. I also conducted interviews utilizing identical questions submitted to the

participants.

Significance of the Study

Over the years, policy analysts and researchers have continually offered

recommendations to the public and private sector to consider preparing the workplace for

strategic initiatives from business leaders and all levels of government (Riccucci, 2009).

The study may provide recommendations to the corporate world reflecting the successful

advancement of leaders more knowledgeable and responsive to the various barriers of

workplace performance.

Contribution to Business Practice

Managing the performance of the workforce is a strategic necessity, but

challenges exist, and organizational success requires strategic management. Individuals

familiar with organizational changes are confident and likely to accept the changes.

Confident people are more likely to find organizational changes as an exciting challenge

rather than an unpleasant burden (Yukl, George, & Jones, 2010). Individuals associated

with strategic initiatives use different forms of influence to reduce the uncertainties that

limit initiative performance (Lechner, 2012). If they are not familiar with proposed

changes, typical responses such as anxiety and stress become a serious challenge for an

organization. Slater and Yan-de-Soriano (2010) presented an overview of studies on

cross-cultural consumer behavior and marketing research because issues have become

18

more difficult due to challenges associated with a changing global environment.

In a study by Hunter and Thatcher (2007), the authors suggested that more

experienced employees excelled higher than employees new to the workplace because of

their accumulated skills in the position. Tenure in position can be associated with

performance because experience provides the means for learning. Experience has a

bigger impact on performance when workers have relatively short tenure and are still

learning how to perform jobs; the positive relationship between experience and

performance typically declines as workers gain experience. Managing any workforce

encompasses recognizing people from all backgrounds as valued members. From another

perspective, Dovidio, Saguy, and Gaertner (2010) suggested various adverse effects of

group differences weaken when people conceive of themselves as belonging to a distinct

and common unit.

Implications for Social Change

In a study completed by Carroll and Shabana (2010), the authors explored

traditional arguments made both for and against the view of leaders assuming any

accountability to society beyond profit seeking and maximizing its financial wellbeing.

The alignment of strategy, structure, and management systems is beneficial for

organizations in both coordinating activities and motivating employees (Epstein, 2009).

Strategy relates to making successful choices, and successes in organizational social

responsibility are no different. American organizations are competing with companies

globally and should have the personnel equipped and prepared to work with others. Ray

and Sethi (2010) noted educational institutions have veered towards criteria that meet

19

goals without being contingent on applicant identity but abilities.

Organizational leaders might utilize international teams to meet customer

demands. These are individuals from different demographic backgrounds who work

together to achieve the organization’s goals (Berg & Holtbrugge, 2010). Yang and

Konrad (2011) stated various groups engaged in organizational decision making have the

potential for positive influence than similar groups because of the depth of the resources

at their disposal during the innovation process. Harrison and Humphrey (2010) stated

comprehensive reviews have determined the findings did not provide a clear consensus

related to the performance effects of work teams.

Shin, Kim, Lee, and Bian (2012) tested the conditions under which cognitive

work teams positively related to team initiative. Results from the study indicated a team

member’s creativity determined the relationship between cognitive team uniformity and

individual initiative. Organizational leaders have begun to recognize that diverse teams

have the ability to deliver products to market before other competitors. Trust is an

essential element within a virtual diverse environment. The reason trust is beneficial is

due in part to the lack of face-to-face interaction (Olsen & Olson, 2012).

Dijk, Engen, and Paauwe (2012) focused on the debate on managing teams and

organizations between equality and business case scholars. The core assertion was from

an ethical reading when equality and business case perspectives appear wedged. The

ability to manage teams is challenging. Having a diverse team can lead to mixed feelings

(Haas, 2010).

20

A Review of the Professional and Academic Literature

A review of the literature related to workplace performance and the strategies

central to organizational leaders. This review involved the exploration of information

pertaining to the research question: What strategies are essential for organizational

leaders to improve workplace performance? I searched numerous sources including 149

peer-reviewed articles and publications relevant to the research topic and 25 books and

articles. The databases used in the literature search include Google Scholar, ProQuest,

Emerald Management Journals, Management & Organization Studies, and government

websites and databases. Key search terms were case study, workplace performance,

cultural diversity, organizational demography, shared values, and qualitative research.

I addressed three components of workplace performance that may influence the

strategic decisions of leaders. The components were (a) development strategies for

workplace performance, (b) barriers that influence workplace performance, and (c)

groups influencing changes in the workplace. A literature review is a vital area of study

because it highlights other studies conducted in similar areas along with a description of

the gaps the literature reveals (Marshall & Rossman, 2011). In this study, I used the job

performance model of motivation to explain how motivation influences job behaviors and

performance. Maslow’s theory addressed individuals’ desire for achievement in the

workplace (De Brouwer, 2009). According to the model, two categories stimulate

motivation: individual inputs and job conditions. Individual inputs are what individuals

introduce such as work ethic, goals, and job knowledge. Job context is what

21

organizational leaders offer to the individual in relation to motivations such as the

physical environment, supervisory support and reward systems (De Brouwer, 2009).

Gilbert (1978) studied the human competency model. Gilbert stated that behavior

is the result of the personal characteristics of an individual and the environment where

behaviors occur. Six conditions of behavior discussed by Gilbert were data, instruments,

incentives, knowledge, capacity, and motives. All six conditions of behavior were equally

effective and should be present for performance to occur. Organizational leaders should

develop core competency needs such as skills, knowledge, and abilities necessary for

employees to deliver business results (Ferris, Lian, Brown, Pang, & Keeping, 2010). It is

through these motivators managers may develop strategies to improve enthusiasm in the

workforce.

Development Strategies for Workplace Performance

Strategic planning is the process of reviewing, and ensuring tactics link up to

corporate goals and strategies (Fairholm, 2009). Strategic planning involves choosing

how to respond to incidents, following a process of structure, and choosing priorities.

Leaders should decide where the organization’s existing viewpoint is and what the

organization’s goals are before implementing action plans (Bordum, 2010). Bordum

(2010) noted the alignment of strategy, structure, and management systems is essential

for organizations in both coordinating activities and motivating employees. Strategic

planning provides leaders with a way to determine adaptive contingencies required to

exploit opportunities and challenges (Bordum, 2010). Strategic planning is also a way of

directing leaders in a changing economic environment. The entire process includes vision

22

and mission, an exhaustive review of the internal and external contextual environment,

strategy development, and implementation of specific, measurable plans (May, 2010).

Hamrouni and Akkari (2012) noted failure to adapt adequately to the environment and

external factors could cause businesses to fail.

Strategic thinking is the process of reviewing and ensuring value and enthusiasm

throughout the organization, allowing established goals and tactics to meet the needs of

organizational leaders (Fairholm, 2009). Wooton and Horne (2010) asserted managers

who understand the criticality of strategic implementation may optimize strategically

minded marketing efforts. Without strategies, retention challenges create different

barriers preventing organizational leaders from reducing turnover rates and retain

valuable employees (Stewart, Volpone, Avery, & McKay, 2011).

Although retention strategies reduce turnover and retention costs, few leaders in

organizations have retention strategies in place (Armstrong-Stassen & Ursel, 2009). If

strategies are in place, few organization strategies come from strong theories (Dagger &

O’Brien, 2010). Despite the organizational efforts to reduce employee turnover, retention

costs continue to grow (Iqbal, 2010). Leaders may use downsizing to change

management strategy or to redesign the organization. Ballinger, Craig, Cross, and Gray

(2011) suggested an increase in employee turnover in the organization could have a

significant negative impact on performance. Gberevbie (2010) examined the relationship

between employee retention strategies and performance and concluded improper

retention strategies can have negative consequences on the organization’s bottom line.

Organizational leaders experience higher turnover rates when there are unsuitable

23

retention strategies (Mohlala, Goldman, & Goosen, 2012), and inappropriate strategies

can lead to a decrease in performance (Gberevbie, 2010).

Rekha and Kamalanabhan (2010) examined the relationship between employee

internal and external work environment in information technology enabled services and

business process outsourcing organizations and employee turnover. The focus of the

qualitative study was to determine if commitment resolved the relationship amongst job

satisfaction, organizational commitment, stress, and employee turnover intentions.

Although there were significant differences among employees, some of the employees

showed a lack of commitment to jobs and claimed stress was a work factor.

Organizational leaders should create retention strategies to improve employee loyalty and

reduce stress to keep turnover down (Rekha & Kamalanabhan, 2010).

Akintayo (2010) investigated the effect of emotional intelligence on the work

family role conflict and employee retention in private organizations in Nigeria. Using a

descriptive research design, Akintayo surveyed 321 participants by means of a purposive

sampling technique. The qualitative method used in Akintayo’s study included surveys to

understand the attributes that correspond to work family involvement and withdrawal

intentions. Iqbal (2010) studied the causes and effects of employee turnover in Saudi

Arabia. The forecasters of voluntary turnover included job dissatisfaction, poor

performance appraisals, lack of communication, and lack of career development and

income. Sustainability should be an inspirational component of corporate strategy, and

the United States is leading the way by promoting sustainability throughout

organizational operations.

24

Individuals seek cognitive stability or balance between attitudes and behaviors

(Ferris et al., 2010). Individuals with high morale are motivated to do well in the

workplace and maintain cognitive consistency with high evaluations. High morale

provides a barrier against role stressors that impede workplace motivation and

performance. Organizational leaders may desire to influence employee confidence levels

and contingencies directly through strategic planning. With respect to increasing self-

esteem levels, different theoretical perspectives converge on the notion that to increase

employee confidence levels leaders should provide employees with an environment that

supports a sense of competence and belonging.

Yukl, George, and Jones (2010) noted organizational culture is the set of mutual

values, beliefs, and norms that influence the way employees think, feel, and behave

toward each other. Organizational culture can make change transformation easier or

harder, which is why at times someone new is less accepted (Laroche, 2011). Significant

transformation creates issues, and resistance may hinder or destroy an organization’s

success. Peoples’ perceptions and assumptions cause them to view others differently.

Both are noteworthy because decisions and behaviors influence how people relate and

make sense of others. When people do not understand events occurring around them,

resistance is oftentimes the result (Perryer, Jordan, Firns, & Travaglione, 2010).

Resistance to change can delay, hinder, or even destroy an organization’s success (Yukl

et al., 2010).

Robertson and Geiger (2011) stated cultures familiar with proposed changes are

more willing to accept and initiate change because they are familiar and become

25

confident with the changes. Confident people are more likely to consider a change as an

exciting challenge rather than a burden. If people are not familiar with changes, then

natural responses such as fear and anxiety become a significant challenge for an

organization. Resistance alters strategic thinking.

Developing strategies to influence, inspire, and motivate others to perform at high

levels in the work environment enables a leader to harness the best talent and capabilities

of others (Bordum, 2010). Yukl et al., 2010 noted management and employees coexist

with one another and either can enhance or prevent the success of an organization.

Employees who perceive supportive relationships with managers and leaders have

favorable attitudes and engage in constructive secondary role behaviors that support the

accomplishments of the managers. The behavior of employers and those under their

guidance is different in favorable relationships as subordinate satisfaction, commitment,

and performance are usually higher when the connection is favorable (Yukl et al., 2010).

The study completed by Tatli (2011) reiterated the twofold role of conflict in

drawing the confines of the management field. Management initiatives involve

embodying all employees. Efficient operations of leadership in organizations may gain

competitive advantage and strengthen strategic advantage. In a study by Robertson and

Geiger, (2011), the authors mentioned the potential for employers to understand their

employees are critical to leaders. Employees bring unique knowledge and perspectives on

organizational functioning in regards to how organizations make decisions, how leaders

achieve goals, and the motivation of employees (Cocchiara et al., 2010).

Yang and Konrad (2011) established that employer engagement practices have

26

positive outcomes for employees and organizational leaders because these practices

empower workers. The inspiration experienced by employees in organizations utilizing

high involvement customs results in innovation. It engages employees in the idea

generation and elaboration system to influence organizational learning. These practices

allow employees to participate in making decisions and share new ideas. Employee

participation in collaborative behaviors increases the likelihood that a workforce

comprised of a variety of groups produces a variety of ideas as well as implement those

ideas (Yang & Konrad, 2011).

Leaders who encourage high quality relationships among employees in the

workplace assist in developing trust, respect, and a willingness to share information,

resources, and perspectives (Phillips, Rothbard, & Dumas, 2009). Leadership is a

prominent element of an organization’s culture. Leaders who create and sustain a culture

in organizations represent interconnect and role model high standards and maintain

relationships within and outside the organization. An ethical culture relates to a system

that provides equally distributed authority and shared responsibility. Ethical cultures have

policies such as ethical codes of conduct that are clear, well communicated, and are

specific about expected procedures and practices (Ardichvili et al., 2009).

Theoretical perspectives show support from organizational leadership positively

influences self-esteem levels (Ferris et al., 2010). For instance, increasing responses to

employees and the contact of the workforce with customers and fellow employees, can

promote feelings of relatedness. In favorable work environments, organizational leaders

understand feedback occurs through open communication between management and

27

employees. Knowing an employee by name and giving recognition to people in an

organization can build trust and give employees a sense of belonging to the organization.

Similarly, providing employees with the freedom to plan work hours, make decisions, or

choose how to complete work may affect the sense of autonomy (Ferris et al., 2010).

Improving self-esteem levels would have other beneficial outcomes apart from self-

esteem’s interaction with performance. Evidence that higher self-esteem leads to

established positive attitudes, suggesting that high morale simultaneously promotes

employee satisfaction and wellbeing (Ferris et al., 2010).

The environment may be set for resolution if employers convey the sense of

urgency that employee performance is a primary goal for organization sustainability

(Perez-Batres, Miller, Pisani, Henriques, & Renau-Sepulveda, 2012). Both management

and social aspects of sustainability deserve attention because society needs a sense of the

community as well as a commitment. The existence of social capital is essential for the

livability of society (Bijl, 2011).

An organization’s success involves acceptance as well as an action plan.

Organizational leaders should recognize that strategy implementation is extremely

difficult, and they cannot diminish challenges. Executing the strategy is just as difficult as

creating the right strategy (Speculand, 2011). For instance, unrealistically high

confidence might drive individuals overly sensitive to or unwilling to pay heed to

negative feedback (Ferris et al., 2010). Such individuals may show egotistical and

narcissistic behavioral patterns. To avoid such a situation, individuals should not provide

unconditional positive regard to foster self-esteem levels, but rather accomplishments

28

should form the basis of one’s self esteem level (Ferris et al., 2010).

Sustainability relates to new ways of working to accomplish improved outcomes

and different dimensions promote sustainability in organizations. One of the key elements

is adaptability. How leaders choose to strengthen and promote adaptability is a crucial

factor to success. Organizational leaders should provide continual opportunities for

personal growth for employees. Developing knowledge and training programs that

inform employees about changes and why they are occurring is essential to the success of

the organization.

Having people who are willing to take on additional tasks in the organization is

vital as leaders learn to collaborate with colleagues across the organization. The success

of the organization can depend upon leaders and followers’ ability to become committed

partners (Speculand, 2011).

Leaders should ensure corporate initiatives are successful by recognizing core

business objectives, and being clear about where change needs to happen (Cocchiara et

al., 2010). Mantere, Schildt, and Silliance (2012) noted that changes within organizations

may seem simple, but that is not the case in some instances because strategic changes

represent a fundamental organizational change that creates a shift in business as usual.

Change is not always welcome and can create serious problems for management.

Strategic management is a theory of how entities should happen without a time limit.

In a study by Talke, Salomo, and Kock (2011), the authors suggested that an

organization’s strategic innovation was crucial for an organization’s innovativeness and

performance. Mantere et al. (2012) noted employees might be fuel providing energy or

29

roadblocks creating hurdles for the efforts of a leader. Another element considered is the

social environment. As the global environment continually adapts to change, individual

characteristics and behaviors of people in high-level leadership positions matter in

determining the extent to which socially responsible practices of an organization exist.

Employees are making career choices based on the organization’s reputation in

corporate responsibility (Martin-Alcazar, Romero-Fernandez, & Sanchez-Gardey, 2012).

The role of corporate social responsibility is critical to ensuring the organization’s ethical

standards, and norms encourage a constructive impact in the community (Tienne, &

Mallette, 2012). Baxter International Inc. (Baxter) is a worldwide healthcare organization

located in Deerfield, IL. Baxter supports efforts toward environmental/sustainability

performance and reporting each year. The company defines sustainability as a long-term

means that includes social, economic, and environmental responsibilities among business

priorities. Baxter has numerous awards and accolades for efforts in sustainability

(Dhanda, 2013). Awino (2013) noted studies have found characteristics of leadership

impact the performance of organizations while others have found they do not.

Miller and del Charmen Triana (2009) noted accountability to a larger community

by boards constituted acceptable organizational behavior to achieve uniformity. Success

in organizations begins with internalizing awareness of positive organizational

performance as mandatory rather than an option. Innovation oriented cultures contribute

to product innovation and have significant impacts on the organization’s growth and

performance (Tienne, & Mallette, 2012). Historically, limitations of opportunities for

group interaction in the workplace have occurred through biases and hostility (Massey &

30

Sanchez, 2010).

A significant amount of literature on workplace threats exists, and training in

academic and business settings has established goals of assisting people to learn

awareness, attitudes, and skills. The centrality of individual rather than organization

factors means downplaying principal workplace threats, making it less likely those

employers will initiate structural remedies needed for any changes (Hart, 2010).

The automatic activation of categorizing people can pose a barrier to the

consciousness of people’s qualifications and achievements (Yang & Konrad, 2011).

Buttner, Lowe, and Billings-Harris (2010) explored the relationship between

psychological contract violations related to professional employee outcomes. The authors

discovered perceptions of infringement leads to lower organizational commitment and

higher turnover rates. Buttner, Lowe, and Billings-Harris (2012) examined the effect of

climate dimensions and organizational commitment and turnover intentions. Results from

the study indicated each predicted unique variance in employee outcomes and dedication

related to turnover intentions. Torchia, Calabrò, and Huse (2011) observed a discrepancy

between commitments to the workplace at corporations and policies directed at

encouraging career development of employees.

In a study by Dobbin and Kaley (2011), the authors focused on how programs

serve as alternatives. When external pressure already exists, escalations in internal

support will not alter the likelihood of program adoption. Acar (2010) found the theory

that studies on group uniformity are cross-sectional. The study established an empirical

basis for intergroup relations research as groups mature. The results revealed that shared

31

leadership moderated the relationship between uniformity and emotional conflict (Acar,

2010).

In a study by Tadmor, Ying-yi, Chao, Wiruchnipawan, and Wei (2012),

multicultural experiences reduced intergroup bias through epistemic unfreezing. Six

studies reviewed reflected on the effects, and discovered that multicultural exposure led

to a decrease in stereotype advocacy and discriminatory hiring decisions. Employee

involvement has optimistic outcomes for both employees and organizations because these

practices motivate workers. More specifically, reinforced practices build workers’ skills

and provide authority to make decisions (Yang & Konrad, 2011). Baer (2012)

commented the relation between creativity and implementation regulates individuals’

motivation to put their ideas into practice and their ability to gain strong relationships

within an organization. Individuals improve negative odds of creative ideas developing

when positive outcomes accompany implementation efforts.

Barriers that Influence Workplace Performance

The inclination for similar others is a physical barrier to workplace performance.

Beliefs, attitudes, and values reflect in groups with the similarity of experiences (Yang &

Konrad, 2011). Glavas and Goodwin (2013) found employees’ perceptions of their

organization’s social responsibility behaviors are more influential than organizational

reality in determining organizational identification (Glavas & Godwin, 2013).

Barriers are policies, procedures, or practices that limit employment opportunities

for members of a race, ethnic or religious background, gender, or individuals with

disabilities (Equal Employment Opportunity Commission, 2012). Although some barriers

32

are detectable, there are barriers in the daily policies, inclusive of incentive programs,

hiring, and recruitment and separations. Holmes (2010) stated race, ethnicity, and gender

are fundamental dimensions of cultures. These core characteristics significantly influence

attitudes and behaviors of individuals. They affect how others recognize and respond to

individuals who do not share unique characteristics. The secondary dimensions are

susceptible factors such as educational background, income, geographic location, and

religion, which affect the attitudes of society and behaviors towards others (Holmes,

2010).

The development of multicultural and support competencies progressed from the

multicultural and social justice movements (Ratts, 2011). Culture influences all aspects of

organizations including resolving conflicts, negotiations, and communications, building

relationships, delivering presentations, and setting business priorities. The changing

backgrounds and characteristics of managers means lower costs and potentially provide

more opportunities than in the past (Khan et al., 2010). Managing culture is usually a low

priority for managers who consider economic and strategic aspects higher priorities

(Marks & Mirvis, 2011).

Yang and Konrad (2011) noted barriers to individual involvement results in

underutilization of employee comprehension for organizational innovation. In particular,

the knowledge held by employees on the lower level of the organizational pyramid is an

underutilized source of innovative ideas that can accumulate wealth to the organization.

Organizational leaders should set the tone within work environments by promoting

acceptance of differences. Framing positive feedback as a continual process within the

33

organizations is a way of increasing organizational performance. Ways of doing this

would be to recognize team members for successful projects. Feedback should not be

limited to poor performance.

Another tool that can assist leaders with decreasing barriers in the workplace is

training. Panagiotakopoulos (2011) noted workforce training is necessary to provide

employees with skills necessary to become productive and versatile. Employees engaging

in negative behaviors such as harassment and discrimination justify mandatory training in

workplaces. A growing body of research validates training can be successful in

enhancing attitudes towards different groups. However, there is a delicate line between

training seen as a positive learning experience and training perceived as punishment

(Cocchiara et al., 2010). In a study completed by Marques (2010), an analysis of three

primary United States corporations revealed managers are posting statements on their

websites in an attempt to obtain awards from various minority-promoting organizations.

Triana, Wagstaff, and Kim (2012) examined how personal standards diminish

negative relationships. Findings from the study indicated observers high in personal

values have stronger negative reactions to biases than observers deficient in personal

value. These findings confirm and extend the perspective that people who have strong

personal values had the deepest adverse reactions toward the discriminatory treatment of

others. Khan, Clear, Al-Kaabi, and Pezeshki (2010), found three intervening components

correlated to individual attitudes in the workplace. The three components are frustration

in the work environment, perceptions of respect and fairness, and commitment to the

organization. In any organizational structure, the employees have a vital role in ensuring

34

sustainability strategies has positive results (Epstein, 2009).

Sustainability strategies in organizations should encompass the talents and

responsibilities of different departments while at the same time developing a common

recognition of values for the entire corporation (Epstein, 2009). Stewart, Volone, Avery,

and McKay (2011) utilized the stakeholder approach to corporate social responsibility to

assess the impact of a distinguished climate for ethics on the connection between work

climates and voluntary turnover intentions. The authors examined how ethics climate

(employees’ perceptions of how leaders valued and enforced appropriate behavior)

affected the climate-turnover objective relationship. Results indicated turnover intentions

were lowest among workers with high ethical climate. The findings from the study

completed by Crisp and Turner (2011) suggested demographic differences that challenge

expectations might encourage not only lenience, but also have benefits beyond intergroup

relations to wide ranging aspects of cognitive functioning.

A study by Herdman and McMillian-Caprehart (2010) examined the idea that a

different environment moderates organizational performance. Ponterotto, Ruckdeschel,

Joseph, Tennenbaum, and Bruno (2011), examined the relationship between multicultural

personality characters and trait emotional intelligence. The multicultural personality

dispositions of demographic awareness and social initiative envisaged difference in trait

emotional fitness above the variance accounted for by gender and conceivable socially

desirable responding.

The condition of equality between identify groups is difficult to manage in an

organizational context and members of historically excluded groups often find

35

themselves in a situation of a numerical rarity (Herdman and McMillian-Caprehart,

2010). Being around a majority group attributes to the behavior of minority members.

Employees in the numerical minority often feel highly visible and socially isolated.

Majority groups tend to omit subordinate groups from participating in collaboration

procedures. Instead, in an atmosphere high in independence and no sound management

policies, demographic parties may end up in stereotypical positions (Harrison &

Humphrey, 2010), constricting participative prospects for marginalized groups. Because

of this, involvement practices may not lead to preferred results in various workplaces

(Yang & Konrad, 2011).

King, Dawson, West, Gilrane, Peddie, and Bastin (2011) indicated organizational

demography is representative of community demography and positively related to civility

and ultimately improve organizational performance. These findings underscored the

understudied effects of community context and implied intergroup biases manifested in

contempt toward out group members hinder organizational performance (King et al.,

2011). Triana, Garcia, and Colella (2010) examined the possibility of adverse effects of

discrimination and organizational efforts. The authors examined three studies and found

perceptions of workplace discrimination negatively relates to affective commitment.

This impact depended on the quality of an organization’s culture (Sobel, Dutta, &

Roy, 2010). Vertovec (2010) blamed multiculturalism for issues. The rise and collapse of

multiculturalism have been inconsistent processes, contingent on the disposition of the

matter and the country involved (Kymlicka, 2010). Portillo and Block (2012) argued in

favor of a private employer’s right to discriminate among job applicants, and the authors

36

suggested confining laws to protecting these rights.

Within all societies, conflicting views on accepting different cultures exist, as

well as the refusal to participate in any action that might encourage accepting positive

results. Disciplinary and political debates will always exist because of different

perspectives of groups. Organizational atmospheres vary to the extent about harassment

towards employees. Karjalainen and Soparnot (2012) reiterated there has been a gap in

research concerning social support in intercultural organizations. The authors noted

managers should develop a strong organizational culture and increase interpersonal

projects to create a sense of belonging within an organization. Organizational leaders

who tolerate high levels of harassment subject employees to unnecessary stressors, which

can lead to loss of performance and motivation.

Hai and Sherif (2011) noted organizational culture consists of visible and

invisible characteristics. The visible level consists of behavior modes, clothing, myths,

rites, and languages. The invisible level consists of norms, shared values, and beliefs of

business organization members. Organizational culture and the ability to integrate daily

activities of employees to achieve goals might assist leaders with adapting effectively to

the external environment for fast and appropriate responses (Hai & Sherif, 2011). Some

cultures create a barrier because of the content of core values. Yang and Konrad (2011)

noted people prefer to spend time with someone whose attitudes and values are similar.

Belonging to a cultural community creates new customs and traditions, which a

person receives as a member of a certain group (Epstein, 2009). Circumstantial evidence

proliferates that leaders have distinct conflict cultures on managing conflict. Research to

37

date has focused on conflict management styles at the small group level but has yet to

assess if organizational leaders create socially shared ways to manage conflict (Gelfand,

Keller, Leslie, & deDreu, 2012). Leaders cannot force employees into individual

friendships. They can create opportunities for interaction that encourage people to

connect to different groups (Hai & Sherif, 2011). Even if the teams consist of

demographically diverse individuals if the team members do not communicate with each

positive organizational performance cannot be achieved (Hyung-Jin & John, 2013).

Organizational leaders and scholars have demonstrated a strong interest in

promoting ethical behavior in organizations. Kacmar, Andrews, Harris, and Tepper

(2013) stated reasons for the economic downturn occurring over the past years has

centered on organizations plagued by unscrupulous management behaviors. Ethical

leadership refers to the display of behaviors consistent with appropriate norms, which is

visible through leader actions and relationships. Negative outcomes associated with these

behaviors are individual behaviors that do not support formal authority. These behaviors

have the potential to interfere with the achievement of organizational goals.

Individuals learn by focusing attention on role models to determine the

appropriate behaviors, values, and attitudes to demonstrate. These role models should be

effective, legitimate, attractive, and credible to be effective. In organizations, successful

models are those who hold high esteem, and hold the ability to control rewards (Kacmar

et al., 2013). Employees follow signs from employers regarding appropriate behavior in

the workplace. Ethical leadership influences followers’ behaviors by establishing ethical

standards for employees. Work environments with strong moral leaders are more likely to

38

influence norms and policies that value and reward ethical conduct. Organizations

characterized by strong ethical leaders are apt to hold followers accountable and exercise

discipline and punishments accordingly.

Leaders who fail to punish corrupt behaviors and administer rewards

inconsistently may foster an environment that is conducive to negative behaviors

(Kacmar et al., 2013). Hunter and Sawyer (2011) noted research on destructive leadership

relates to characteristics responsible for hazardous organizational outcomes. Research

suggests that certain organizational conditions may serve as catalysts for employer

bullying such as interpersonal conflicts, heavy workload, poor team atmosphere, and poor

job autonomy. Large organizations employing workers with low levels of freedom tend

to promote bullying.

Hunter and Sawyer (2011) noted an organization’s financial performance and

atmosphere have the potential to influence follower perceptions. When negative leader

behavior becomes an established part of an organization, victims may perceive these

behaviors a normal part of the organization’s attitude they should cope with through fear

and resignation. Studies have revealed that individuals are more willing to accept

unacceptable behavior as normal within workgroups that espouse dysfunctional behavior

(Hunter & Sawyer, 2011).

An organization’s climate can influence perceptions and behavior by influencing

how individuals interpret aspects of the work environment. Wilson and Brown (2012)

conducted a descriptive qualitative case study using semistructured interviews with nine

participants who described their perceptions of their experiences involving services from

39

the Minnesota Dislocated Worker program. Individuals observe organizational values,

norms, and behaviors to guide behavior. In so doing, the individual learns what behaviors

are acceptable within a given organizational context. Organizational climates may play a

significant role in determining whether employees will report aversive leaders to higher

authorities. In fact, certain normative practices allow climates where fraud, waste, and

corruption can thrive (Hunter & Sawyer, 2011). Employees may experience greater risks

by speaking out, especially if the organization’s culture overshadows ethical concerns in

relation to practice. Employees may fear reporting aversive leaders because of retaliation

by demotions or terminations. These fears can cause stress, which leads to dissatisfaction

of employees.

Beheshtifar and Nazarian (2013) remarked stress is a difficult concept that can

affect a person’s behavior, their interaction with others, and the individual’s work

efficiency. Stress is a leading source of employee turnover and absenteeism.

Occupational stress is the inability to adjust to pressures of a job, such as an inadequate

correlation between someone’s abilities and work requirements. Work related factors that

contribute to occupational stress include job overload, role conflict, and role ambiguity.

Lack of resources, work schedules, and organizational climate are factors that contribute

to occupational stress (Beheshtifar & Nazarian, 2013).

Occupational stress is the notion of a conflict between environmental stressors

and individual capacities to fulfill these demands. Studies have shown that occupational

stress may lead to negative consequences in the workplace (Beheshtifar & Nazarian,

2013). Individual and organizational levels are consequences of occupational stress. On

40

an individual level, there are three subgroups of strains such as unwanted behavior,

physiological diseases, and psychological diseases. On an organizational level,

consequences of occupational stress have two subgroups: organizational symptoms and

organizational costs. The negative effects of occupational stress in an organization

include impaired performance or a reduction in productivity, absenteeism, high turnover

rates, accidents, and purposefully destructive behaviors (Beheshtifar & Nazarian, 2013).

Zeynep (2013) noted managing emotions in the workplace is a complex issue.

The ability to govern emotions in the workplace facilitates the relationship between

organizational trust and occupational stress. High levels of trust can promote emotion

management in the workplace that in turn may contribute to reducing stress in the

workplace. In recent years, managers have tried to identify areas that extract advantages

to organizations so they can stay ahead of competitors. Organizational trust is an

influential factor in organizational efficiency. People process knowledge about others in

terms of cognitive components; they determine how much risk to take with others and

that outlines the basis of trust in a working environment. Besides cognitive factors, trust

also involves emotions (Zeynep, 2013).

Embedding new behaviors within the social patterns and shared values of the

organization are necessary but strategic management also involves internal resistance.

Resistance to change within any organization can hinder success. Usually, senior

management directs substantial changes in organizations, but any member within the

organization may contribute to the success of an organization (Yukl, George & Jones,

2010). Ng and Sears (2012) examined transformational and transactional executives in

41

relation to organizational practices. The research findings suggested leadership correlates

with the implementation of management practices when executives’ social values are

relatively high.

Van Woerkom and de Reuver (2009) reviewed the dimensions of personalities by

transformational leadership. In the study, cultural empathy, open mindedness, and social

initiative have a constructive impact on transformational leadership. Organizational

leaders who emphasize the integration of uniformity into all policies and practices may

progress more than leaders who do not (Scott, Heathcote, & Gruman, 2011). In a study

by Cui and O’Connor (2012), the authors argued that an alliance portfolio could only

benefit innovation when alliances share resources and information. This study highlights

the importance of coordination among different alliances. In a study by Ameer and

Othman (2012), the authors reviewed companies concerned with uniformity and how

they addressed the responsibilities of sustainable practices in their organizations.

Findings from the study indicate financial performance of sustainable companies

increased.

Literature on corporate responsibility is an essential aspect of leadership in

support of organizational change. The persuaders of ethical leadership occur not only

directly among employees within an organization, but indirectly through senior leaders’

influences on subordinate behavior (Schaubroeck, Hannah, Avolio, Kozlowski, Lord,

Trevinno, Dimotakis, & Peng, 2012). When leadership is diverse, the development of

innovative ideas brings about improved processes in organizations. Rubera and Kirca

(2012) noted organization innovativeness indirectly affects organization value through its

42

effects on market position and financial position. Importantly, the results reveal positive

effects of innovativeness on market position and financial position are stronger for larger

organizations.

This section relates to the research question because it summarizes why

organizational leaders should consider employees when developing organizational

strategies. Employees can be fuel providing energy or roadblocks for the efforts of a

leader (Mantere et al., 2012). Culture influences all aspects of organizations including

resolving conflicts, negotiations, building relationships, communications, and setting

business priorities (Khan et al., 2010). The literature review findings in this section

helped me to understand that an organizations’ climate can shape behaviors by

influencing how people interpret aspects of the work environment. According to Kwon et

al. (2012), retention can become a problem for organizations when workgroup members

demographically different from other coworkers feel disconnected to the group and leave.

Groups Impacting Changes in the Workplace

Mantere et al. (2012) noted that changes within organizations may seem simple.

However, that is not the case in all instances because strategic changes represent an

organizational change that creates a shift in business as usual for those who have become

comfortable within organizational cultures. Hallencreutz and Turner (2011) established

the terms organizational change, change management, and best practices exercised in a

variety of perspectives and research applications. Hallencreutz and Turner (2011) argued

that leaders manage and operate in a complex and unstable social world, and one of the

constants is change. Organizational leaders should ensure employees positively

43

acknowledge changes to facilitate a proactive innovation orientation (Talke et al., 2011).

Cui and O’Connor (2012) commented that since the 1980s, researchers have

reviewed more studies about organization culture globally than previously. Leaders

should retain qualified talent (Kaplan et al., 2011). If opportunities in an organization are

not adequate, normal hiring procedures will not be sufficient to retain employees.

Employee involvement practices intensify the negative relationship between voluntary

turnover and organizational performance, particularly for minority employees who tend

to have a higher turnover rate (Kwon et al., 2012).

Lichter (2013) noted current and future demographic changes pose astonishing

challenges for America. Based on research studies in reference to the effects of group

performance, demographic diversity is a double edged sword in that diversity has both

positive and negative relationships with performance. The basis of a negative relationship

is the case that diversity negatively relates to the variables with respect to group

processes (e.g., Communication, integration, cooperation) and reduces performance

(Lichter, 2013). For example, demographic diversity makes teams have difficulty in

communicating because individuals having different backgrounds were cognitively

dissimilar and less communication, in turn, leads to less performance (Hyung-Jin &

Overby, 2013).

The concept of acceptance encompasses respect and means progressing beyond

simple tolerance to embracing and celebrating the rich dimensions of all persons (Crisp &

Turner, 2011). Jones and Lewis (2011) noted that discrimination in the workplace is still

an issue in America. Although discrimination still occurs in the 21st Century, numerous

44

discrimination claims involve subtle hidden bias (Jones & Lewis, 2011). Accordingly,

such discrimination would fall in the realm of perceived discrimination, as opposed to

proven bias. Experiencing real or perceived discrimination in the workplace might cause

harm to the psychological well-being of employees. Wilson and Brown (2012) conducted

a descriptive qualitative case study using semistructured interviews with nine participants

who described their perceptions of their experiences involving services from the

Minnesota Dislocated Worker program.

Fortune 500 companies encounter fewer barriers as a wider range of options are

available to help employees manage personal health risk factors (Jitendra et al., 2011).

The concern for obesity has resulted in organizations such as Microsoft implementing

wellness programs that have shown positive returns on investment. Managers encounter a

substantial challenge of managing costs, endorsing healthy lifestyles and working to

counter the dysfunctional and negative effects of stereotypes about weight that can

ultimately benefit the organization with improved productivity and decreased health

costs. Smaller employers (those with fewer than 500 employees) need increased policy

development because they are far less likely to offer health promotion programs (Jitendra

et al., 2011).

Cocchiara et al. (2010) stated America’s next generation labor force would

become more diverse than at any other time in the nation’s history. Demographic trends

are foreseeable, and leaders would do well to plan for future predictions. Organizational

leaders who support an inclusive environment promote equal opportunity. Current

management practices focusing on uniformity resonate well with corporate preference for

45

organizations (Thomas, 2011). Regardless of the geographic location, positive workplace

performance is becoming an essential element not only in America but globally. Business

trends toward globalization are serious activities spanning countries and continents so

workers engage with counterparts from other cultures globally (Yang & Konrad, 2011).

Dobbin, Kim, and Kaley (2011) identified women as champions in interviews

conducted with human resources (HR). A major factor for the increase in women’s labor

force participation is women no longer leave the workforce after getting married or

starting a family. Although some individuals have argued that proponents of gender

diversity ensures greater transparency and makes organization earnings more profitable,

minimal supporting evidence exists (Srinidhi, Gul, & Tsui, 2011). Kotin, Dyrness, and

Irazbal (2011) noted that religion has become a matter of preference by scholars,

especially when promoting political engagements within certain cultures. Various

religious faiths have flourished in the United States.

Beekun and Westerman (2012) investigated the cross-cultural connections

between spirituality and ethical decision making. Karakas (2010) found spiritual anchors

referred to an inimitable way of observing and practicing spirituality. The study instituted

anchors as the origin leadership values and roles in organizations that include:

appreciation, dedication, determination, inspiration, and cooperation.

Persons with disabilities have asserted their rights to work opportunities, and

organizational leaders in America should provide sufficient accommodations for persons

with disabilities to work. Kaye (2011) noted decisions made by employers are essential to

enhancing employment rates among working age adults with disabilities. Leaders in

46

organizations tend to shy away from disabled applicants because of the inability to

organize accommodations for disabled workers, the cost of accommodations, and fear of

the inability to discipline or dismiss a disabled worker because of the possibility of a

lawsuit. A study completed by Okubo (2012) summarized the findings of a National

Civic League (NCL) study. This study provided a baseline of understanding policies in

place as a template for other cities to recognize the growing changes in the demographics

in America’s cities.

The early retirement trend no longer exists, and older workers plan to work past

normal retirement ages (James, McKechnie, & Swanberg, 2011). Yang and Konrad

(2011) noted the aging of the workforce and the sluggish economy means workers will

remain actively involved in the labor force for longer periods. Older workers are

becoming more predominant in the labor force and are increasingly becoming

indispensable as a customer base for organizations.

Employers in various sectors have begun to recognize the need to retain these

skilled workers to avoid lost knowledge. Because of this, it is notably common for two or

three generations of individuals to work together in an organization. Yang and Konrad

(2011) advocated lesbian, gay, bisexual, and transgender (LGBT) workers have asserted

their rights to equal opportunities in organizations. Members of the LGBT communities

no longer are willing to hide. In the United States, 86% of Fortune 500 organizations

include sexual orientation in nondiscrimination policies and 253 of the Fortune 500 offer

benefits to same sex employees’ domestic partners equivalent to benefits offered to

spouses of heterosexually married couples.

47

Leaders in organizations recognize the increased perceptions of equal opportunity

and are responding with practices that emphasize recruiting and retaining employees

(Cocchiara et al., 2010). Heinen and Darling (2009) noted there is minimum research

focused on the impact of workplace culture and programs on family health. Recruitment

and retention are essential in a competitive labor market, but health benefits are becoming

increasingly expensive to employers. Employers have pursued strategies over the years to

control health care costs and improve care.

Subsequently, employers are taking a positive health approach to employee and

family health (Heinen & Darling, 2009). Organizational leaders have introduced

programs directly aimed at helping employees choose healthy lifestyles. Heinen and

Darling (2009) noted the average medical spending for a family of four was $15,609 in

2008. Twenty seven percent of the growth of health spending between 1987 and 2001

was attributable to obesity, and the total cost of obesity to private employers is almost

$45 billion per year, in 2002 dollars (Heinen & Darling, 2009). Leaders realize the

growing population of employees at serious risk for illness and preclude any moderation

of costs in health care utilization. Employers realize they cannot manage medical claim

costs if they do not start changing the need for care driven by illnesses such as diabetes,

heart disease, depression, or other illnesses (Heinen & Darling, 2009).

The United States has higher obesity rates than other countries, including the

United Kingdom and France, even though the prevalence of obesity is increasing

globally. Approximately 64% of Americans are overweight (Jitendra, Courtney, Kathryn,

Mithilesh, & Bharat, 2011). The cost of obesity for employers involves higher medical

48

claims expenses, increased absenteeism, and lower productivity (Gabel, Whitmore,

Pickreign, Ferguson, Jain, Shova, & Scherer, 2009). Gabel et al. (2009) stated obesity is

an increasing challenge due to injuries and other healthcare costs such as absenteeism.

Heinen and Darling (2009) noted obese employee’s costs are higher because of high

absenteeism rates, more medical claims, and lower productivity rates. Obesity creates

costs for employers by increasing workers’ compensation claims and related lost

workdays, absenteeism, presenteeism, and disability.

These components can lead to discrimination of overweight workers. Obese

people are stereotyped and often discriminated against in the workplace (Jitendra et al.,

2011). The majority of adverse reactions show the negative impact of preferential

selection based on irrelevant workplace characteristics (Martı´n-Alca´zar, Romero-

Ferna´ndez, & Sa´nchez-Gardey, 2012). Prejudices and stigmas will always exist in

society if there is no plan of action available to eliminate biases (Shin, Kim, Lee, & Bian,

2012).

This section relates to my research question because it summarizes how leaders in

organizations should consider work groups that impact performance when evaluating

organizational strategies. Fostering a supportive working environment in which employee

morale is high is essential to employee retention and motivation (Brown et al., 2011).

Strong commitment to an organization develops because employees impart values with

both the organization and employees. Individuals leave organizations for various reasons,

but one reason that motivates people to leave positions are an unsuccessful fit with the

organizational climate and culture (Buttner, Lowe, & Billings-Harris, 2010). The

49

literature review findings in this section improved my understanding of strategies

essential to enhancing workplace performance.

Transition and Summary

Performance measurement is a means by which agencies can measure the

effectiveness of programs through established parameters that provide a way to measure

achievement of goals and objectives, managerial efficiency, and organizational

responsibility. The practice of performance measurement is essential in the management

of any program because a system that does not have a decent feedback mechanism is out

of control (Smith, 2009).

Success in organizations begins with recognizing and internalizing the abilities of

all individuals in organizations. The expected transformation of the economic

environment advances in technology and aggressive national and international markets

have generated enormous pressure on leaders to manage the workforce. High retention

workplaces are using employee attitude assessments to determine the atmosphere of

workforce. All organizational leaders should conduct some form of assessment

periodically to assist with establishing developmental opportunities for employees within

the organization (Choi & Rainey, 2010). Leaders should encourage employees learning

and thinking by creating a stimulating environment. Organizational leaders should

develop communication between employees and managers regarding career development.

Some employees resist incidents occurring in an organization by disrupting the

workplace with negative behaviors contributing to low productivity and causing

withdrawal behaviors such as tardiness, absenteeism, and high retention rates within

50

organizations. Low confidence in an organization can affect job satisfaction and

productivity, and in turn affects the organization’s bottom line. Turnover rates in

organizations cost time, money and a variety of other resources (Kwon et al., 2012).

Brown, Hyatt, and Benson (2010) conducted a study on the effects performance

appraisals has on employee job satisfaction and commitment. The author gathered data

from 2,336 public sector employees. The results indicated poor performance appraisals

affected employee satisfaction, job commitment, and increased desire to quit. Inadequate

performance appraisals impact the organization is numerous ways (Iqbal, 2010).

A framework approach to workplace performance can potentially provide

practical insights that may improve the effectiveness of management practices. Buzan

(2010) investigated whether or not a society of states lacking a shared culture because of

the expansion beyond its original base would be unstable. The author found culture was

not as much of a problem for international society. The evidence for the considerable

success was strong and provided ample stability to outcomes. The main problem was not

culture, but the socio-political structure. Sections two and three of the study center on the

procedures used to gather information and the methods used to verify the reliability and

validity of the study.

51

Section 2: The Project

In this section, I discuss the details of the qualitative methodology in

accomplishing the research (Glesne, 2011). Qualitative inquiry offers different theoretical

assumptions, strategies of inquiry, and approaches of data collection, investigation, and

interpretation (Glesne, 2011). Wise, Alexander, Green, Cohen, and Koster (2011) used a

qualitative method to address the reason for pursuing patient-centered medical homes.

Alyahya (2012) observed the effect of pay-for-performance schemes on general

practitioner practices in the United Kingdom.

The focus of the interviews was to explore the perceptions and experiences of

individuals (Marshall & Rossman, 2011). Employees and managers participated in the

study through interviews. Interviewing in depth allowed the interviews to remain open

ended and takes on a conversational manner, but it allowed me to follow a certain set of

questions (Yin, 2011). One significant source of case study information is the interview

(Yin, 2011).

Purpose Statement

The purpose of this qualitative explorative case study was to determine what

strategies are essential for organizational leaders to improve workplace performance. The

research design for this study consisted of semistructured, face-to-face interviews and

case study using archival documents. Semistructured interviews are open and provide

new ideas discussed during the interview because of an interviewee’s comments

(Marshall& Rossman, 2011). I collected data using a purposive sample of 20 participants

from a business organization located in Southwest Georgia. The participants were

52

comprised of managers, floor employees, and clerical staff.

The rationale for using a case study was to maintain the holistic and relevant traits

of real-life events such as organizational processes (Yin, 2009). According to Neuman

(2011), a case study method has significant merits, including conceptual validity, the

ability to trace processes, calibration, and holistic elaboration. The findings might affect

business practices as well as provide strategy recommendations in regards to performance

in the workplace. The findings might also contribute to the effectiveness of a

knowledgeable and flexible workforce.

Role of the Researcher

A need for protecting human participants relates to the fact that almost all case

studies are about human affairs (Yin, 2009). Audet and Everall (2010) noted information

from the participants needs to remain confidential to protect the data. Wise et al., (2011)

and Alyahya (2012) considered screening data to protect interview participants. To

protect participants’ identities, I did not use real names in the transcripts or study. When a

study poses no risks to interview participants, written consent is typically not required

outside of the research content (Amdur & Bankert, 2011). Each interview participant

received a consent form to confirm their willingness to participate in the study. Alyahya

(2012) found semistructured interviews were a trustworthy means of gaining data; neither

the quantitative method nor the mixed method allows the researcher to achieve the unique

experiences of participates as the qualitative method (Glesne, 2011).

I engaged participants, collected data, and reported all findings (Corman, 2010) as

well as wrote down any shortcomings regarding the research study topic. Issues of other

53

human beings can easily become issues of the present research (Stake, 2010). I needed to

obtain ethical approval from the Walden University’s Institutional Review Board (IRB)

before engaging research participants, and prior to the collection of any data. Approval

from the IRB board, as well as ethical training from the National Institute of Health or

similar boards, demonstrates awareness of ethical treatment of participants (Yin, 2009).

Participants

A sample population of 20 participants from an organization located in Southwest

Georgia responded to questions that addressed the experiences of retaining a skilled

workforce. The potential population in the business organization consisted of 42

individuals. The selection of the participants derived from the criteria of employees’

current positions with at least 1 year of experience. I obtained data saturation once

enough information extended to the point of diminishing returns by adding participants

when necessary until data replication occurred (Bowen, 2008). Data saturation entails

bringing new participants into the study until the collection of new data does not provide

additional information on the problem (Bowen, 2008).

Wise et al. (2011) and Oberseder, Schledglmilch, and Gruber (2011) chose a

sample population from a larger population to collect data for their studies. Although a

larger sample size is a way of boosting confidence in the study’s findings, the

homogeneity of the composition of 20 individuals nurtured the study’s data findings

against increasing biases and prejudices (Yin, 2011). I gained access to participants by

purposefully making appointments to interview the participants in person and scheduling

54

follow-up interviews if necessary by telephone (Harsh, 2011). The participants had time

to review notes and information provided in the study after the interview.

After I received approval from the Walden IRB, each participant received a

consent form to inform them of all of their rights as participants in the study. Information

from the participants will remain confidential and all safeguards possible to protect the

data will be followed (Audet & Everall, 2010). I explained the purpose of the study

including any benefits or consequences of participating in the study to the participants

before the interview. The advantages of this study include the opportunity to participate

in a scholarly study expected to complement and enhance social change and reduce

discriminatory acts within organizations.

There were no known consequences of participating in the study. I asked

participants to answer questions in reference to performance in the workplace and

personal experiences within the work environment. Seeking participants with experience

provided the greatest potential to produce excellent relevant information (Marshall &

Rossman, 2011). The data will remain confidential and contained in a secure place for the

required 5-year period, and it will be destroyed afterwards (Yin, 2011).

Research Method and Design

Research methods and designs are procedures encompassing decisions from

theories to specific methods of data collection. The overall decision involves the design

used to study a subject (Yin, 2011). Qualitative case studies are appropriate for

addressing experiences associated with businesses and social studies encompassing

evolving practices (Neuman, 2011)

55

Method

Yin (2009) noted the mixed method research is an approach to inquiry that

combines or associates both qualitative and quantitative forms. Mixed method research

seeks to minimize the weaknesses and draw from the strengths of qualitative or

quantitative research methodology. Quantitative research uses a hypothesis statement to

describe a situation with numbers and objective data. Quantitative research uses a

scientific approach to generate statistical data. In this way, quantitative results tend to be

more scientific than qualitative results. Neither the quantitative method nor the mixed

method allows the researcher to achieve the unique experiences of participants as the

qualitative method (Glesne, 2011)

Qualitative research provides in-depth details. Wise et al. (2011) and Oberseder et

al. (2011) chose the qualitative method to complete their studies. Marshall and Rossman

(2011) presented a framework for completing qualitative research and divulged the

concepts of creativity in research. I used a qualitative method to complete research in the

study. Qualitative inquiry offers different theoretical assumptions; strategies of inquiry;

and approaches of data collection, investigation, and interpretation (Glesne, 2011). Using

the qualitative method for interviews ensured the research addressed issues of validity

(Marshall & Rossman, 2011). Qualitative research is a method for exploring and

understanding the meaning individuals or groups ascribe to a social or human problem

(Stake, 2010). The contributions towards an improved science are slow, and new

questions emerge more frequently than new answers (Stake, 2010).

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Research Design

Selecting the appropriate research method can be a difficult problem in doctoral

research. Within the qualitative research method, the researcher considers five types of

qualitative research designs (Tashakkori & Teddlie, 2010). Although different from each

other, they share the basic characteristics of qualitative research that include the purpose

of understanding and interpretation (Marshall & Rossman, 2011). Narrative research is

challenging because the researcher obtains detailed information about the participant,

which could lead to issues in collecting and analyzing data (Yin (2009).

Grounded theory is a systematic methodology of inquiry involving collecting,

analyzing, and numerous data collection techniques (Hutchison et al., 2010). The early

phase of the research tends to be open and can take months (Savage-Austin & Honeycutt,

2011). Grounded theory is different from the traditional model of research, where the

researcher selects a theoretical background and applies the model to the phenomenon for

further study (Denzin & Lincoln, 2011). Grounded theory may be a sufficient choice for a

Ph.D. program student, but it is not suitable for an applied doctorate in business

administration (DBA) study. The primary difference is in the program’s orientation and

intended outcome. The center of a Ph.D. program is to make a notable contribution to

knowledge or theory, whereas the concentration of a DBA program is to apply existing

theories/knowledge to make a significant contribution to professional practice in the area

of business. This design was not suitable for the study because of these restraints.

Grounded theory establishes various risks to the doctoral researcher. One risk is

the researcher may not reveal significant theory after commencing data collection (Stake,

57

2010). Another risk is the possibility the unorthodox nature of grounded theory isolates

any potential participants from the research findings (Lawrence & Tar, 2013).

Ethnographic research comprises strategies for a researcher to collect data about the

environment or condition under investigation (Marshall & Rossman, 2011). Ethnography

is a qualitative design in which a researcher describes and interprets shared and learned

behaviors and beliefs of a culture sharing group (Stake, 2010). Culture is a unifying form

of ethnography with consideration to the history of racial and ethnic makeup, and the

socioeconomic factors (Denzin, 2011). This type of research involves observation over

time and can be helpful during initial research, but this research is time consuming.

The phenomenological research design like the case study involves understanding

different human perspectives (Savage-Austin & Honeycutt, 2011). Phenomenological

research involves streamlined data collection as the researcher carefully chooses

participants who have experienced the phenomenon (Stake, 2010). Although this type of

research design was a consideration for my study, the advantage of using the case study

design is a case study is distinguishable by the identification of boundaries, modification

of occurrences, depth, and context (Suri, 2011).

Wise et al., (2011) used a case study design to assess the readiness for change in

selected primary care practices. Neuman (2011) used a case study design because of the

significant merits including conceptual validity and the ability to capture the complexity

and trace processes. The use of multiple sources in case studies permits the researcher to

concentrate on a range of historical and behavioral issues (Yin, 2009). A significant

advantage of using multiple sources of evidence is the promotion of converging lines of

58

inquiry, a process of triangulation and corroboration (Yin, 2009).

The exploratory case study was an appropriate design for this study. I used the

case study design to obtain information using archival documents, as well as interviews.

The case study findings are more compelling and accurate if the data comes from

different sources of information (Yin, 2009). The case study method has conceptual

validity, heuristic impact, and the ability to trace processes. The case study design helped

my efforts to explore an authentic setting within a specific location as determined

(Neuman, 2011).

Population and Sampling

In qualitative research, the researcher develops a plan for how the research will

evolve with a well outlined strategy for sampling and candidate recruitment (Marshall &

Rossman, 2011). Out of the entire population of 42 individuals, I completed face to face

interviews with a sample population of 20 participants who work in the business

organization located in Southwest Georgia. The participants responded to open ended

questions. These questions allowed me to explore the experiences of retaining and

managing a skilled workforce. The rationale for selecting 20 participants was to ensure

sufficient data for the study (Suri, 2011). The participants consisted of individuals with a

minimum of 1 year of employment with the organization.

Purposeful selection involves selecting participants who meet certain criteria.

Purposeful selection is suitable for the study because participants are required to meet the

criteria of having experience and knowledge about workplace performance in a business

setting (Stake, 2010). Participants received a consent form to determine if they were

59

willing to complete the interviews. All participants completed a consent form. There were

two follow up conversations by telephone for clarity purposes (Harsh, 2011).

Salih and Doll (2013) collected data using semistructured in depth email

interviews with 12 middle managers working in various types of organizations in the

United States using a qualitative interpretative research approach. Harrington, Rayner,

and Warren (2012) used semistructured interviews in their study. Seventeen in depth

interviews occurred with participants based in the United Kingdom. The interviewees

held a variety of different job roles at various organizational levels from Human

Resource Advisor to Director, and all were in positions that involved dealing with

bullying cases. Wilson and Brown (2012) conducted a descriptive qualitative case study

using semistructured interviews with nine participants who described their perceptions of

their experiences involving services from the Minnesota Dislocated Worker program.

In qualitative research, a researcher may use member checks or respondent

validation to enhance the reliability and validity of the study (Marshall & Rossman,

2011). Subcategories of member checks include descriptive validity, interpretive validity,

and evaluative validity. The researcher shares all findings in the study with the

participants involved and allows participants to analyze the findings and provide

comments (Williams & Morrow, 2009). The participants affirm the summaries, and

express views and experiences. Once the participants confirm the accuracy and

completeness, then the study reflects integrity (Marshall & Rossman, 2011). Respondent

validation occurs during the period of data collection when I receive feedback from

participants about the accuracy of the data given, as well as the researcher’s interpretation

60

of that data (Williams & Morrow, 2009). The overall goal of this process is to produce

findings that are legitimate, authentic and valid (Williams & Morrow, 2009). In this

study, participants verified data through respondent validation. Data saturation entails

bringing new participants into the study until data is complete (Bowen, 2008). When the

collection of new data does not provide additional information on the problem, then

saturation is complete.