Digital Commons Network^™

Coworkers And Leaders: The Relationship Between Trustworthiness, Trust, And Employee Engagement, Lianne Young

Dissertations

A highly engaged workforce provides numerous organizational and individual benefits (Shuck et al., 2016), the culmination of which leads to a competitive advantage difficult to emulate (Burke et al., 2013). It remains challenging to understand how engagement develops, with little research available explaining the process (Shuck, 2020). High employee engagement levels provide a competitive advantage, but stagnant engagement levels remain a significant obstacle (Shuck, 2020).

Shuck (2020) recommends further research focusing on methods to increase engagement. Trustworthiness and trust are antecedents and drivers of engagement (Chughtai & Buckley, 2008; Federman, 2010; SHRM, 2017). A lack of trust has negative impacts …

Online Communities Of Practice In The Contact Center Environment: Factors That Influence Participation, Jimmie Ray Black Jr.

Dissertations

Knowledge is a critical element of competitive advantage. More specifically, tribal knowledge developed by workers from on-the-job experiences is of significant value and is also one of the most difficult forms of knowledge to capture and leverage across the workforce. In an effort to capture, store, and share tribal knowledge, organizations have begun to adopt a concept of social learning known as communities of practice. However, low participation by community members in many organizations has resulted in mediocre results. This has been particularly evident in the contact center environment, which has its own unique culture and challenges. Without a solid …

Strategic Human Resources In Casino Operations: Revealing The Perceptions Of Casino Operators And Human Resource Leaders, Gary Burrus Jr.

Dissertations

The casino industry in America continues to grow. As the industry expands, the competition for revenue generation and market share increases. This requires the ability to differentiate from the competition and create competitive advantage, within a highly commoditized industry. In service of this need, capable gaming executives are necessary to design and execute the strategy required. Human resource (HR) leaders are not immune from this requirement. Human resource leaders are in an excellent position to create an HR strategy aligned with organizational strategy to capitalize on an employers’ workforce in support of differentiation and sustained competitive advantage.

Six research objectives …