Employee Engagement in the U.S. Army Cyber Command
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Authors
Pete, James
Issue Date
2020-07-02
Volume
Issue
Type
Dissertation
Language
en_US
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Abstract
The U.S. Army Cyber Command has been receiving poor employee engagement reviews for the last four years. This fact spurred the purpose of this qualitative case study, to explore ways employee engagement can be improved. Qualitative data analysis and synthesis was conducted through triangulating multiple data sources with multiple theories. The 4 data sources were organization cultural artifacts, federal employee viewpoint survey results, defense organizational climate survey results, and interviews conducted with employees from operational planning directorates. The 5 employee engagement theories were the expectancy theory, jobs demands-resources model, leader member exchange, motivation-hygiene theory, and self-determination theory. Employee engagement in the U.S. Army Cyber Command, when assessed from different theory perspectives, result in different findings. The expectancy theory and job demands resources model perspectives show greater negative findings while the leader-member exchange, motivation-hygiene, and self-determination theories perspectives show higher positive findings. These results mean that the various approaches to employee engagement each have strengths and weaknesses. For a broader impact, more than 1 theory lens must be incorporated in planning. Therefore, the U.S. Army Cyber Command needs a unifying blueprint for improved employee engagement. Rather than remedying engagement problems as they arise, an organization encompassing campaign designed to instill concepts into the very culture of the U.S. Army Cyber Command will embed predictably influential interaction and opportunities across all mission activities.
Keywords: employee engagement, expectancy theory, job demands-resources model, leader-member exchange, motivation-hygiene, self-determination
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Publisher
Creighton University
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Copyright is retained by the Author. A non-exclusive distribution right is granted to Creighton University and to ProQuest following the publishing model selected above.