{"id":{"repo_id":"creighton","oai_identifier":"oai:cdr.creighton.edu:10504/154015"},"canonical_url":"https://search.dev.ndltd.org/etd/creighton/oai:cdr.creighton.edu:10504/154015","repository":{"repo_id":"creighton","name":"Creighton University","base_url":"https://cdr.creighton.edu/server/oai/request"},"display":{"title":"Examining Employee Perceptions of Organizational Culture and Its Impact on Their Engagement: A Qualitative Case Study","abstract":"AbstractThe exploration of organizational culture and employee engagement has been a focal point of scholarly attention over the past two decades. However, there remains a notable gap in research concerning employees' perceptions of how organizational culture directly shapes their engagement. To address this void, a qualitative case study approach was applied, delving into these perceptions within a for-profit, mid-sized financial institution located in the Midwest region of the United States. Through audio recorded interviews, the study aimed to explore the correlation between organizational culture and employee engagement among eligible participants employed at the same location. The results underscore that, amidst the inherent volatility of the financial sector, achieving heightened levels of employee engagement is feasible, particularly when communication between management and staff is transparent and consistently maintained. This highlights the indispensable role of leadership in shaping organizational culture and influencing the dynamics of employee engagement, emphasizing the significance of this relationship within the studied context. Keywords: Organizational culture, Employee engagement, Leadership, Communication, Qualitative, Case study research","abstract_html":"AbstractThe exploration of organizational culture and employee engagement has been a focal point of scholarly attention over the past two decades. However, there remains a notable gap in research concerning employees' perceptions of how organizational culture directly shapes their engagement. To address this void, a qualitative case study approach was applied, delving into these perceptions within a for-profit, mid-sized financial institution located in the Midwest region of the United States. Through audio recorded interviews, the study aimed to explore the correlation between organizational culture and employee engagement among eligible participants employed at the same location. The results underscore that, amidst the inherent volatility of the financial sector, achieving heightened levels of employee engagement is feasible, particularly when communication between management and staff is transparent and consistently maintained. This highlights the indispensable role of leadership in shaping organizational culture and influencing the dynamics of employee engagement, emphasizing the significance of this relationship within the studied context. Keywords: Organizational culture, Employee engagement, Leadership, Communication, Qualitative, Case study research","abstract_has_math":false,"creators":["Mueller, Ryan"],"institution":"Creighton University","degree_name":null,"degree_level":null,"degree_discipline":null,"degree_department":null,"school":null,"contributors":[],"advisors":["Noble, Donnette"],"committee_chairs":[],"committee_members":[],"year":2024,"date_issued":"2024","date_published":"2024","updated_at":"2026-07-24T01:50:13Z","subjects":["Communication","Employee Engagement","Leadership","Organizational Culture","Qualitative"],"languages":["en_US"],"rights":["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."],"rights_urls":[],"identifier_entries":[]},"links":{"outbound_url":"https://cdr.creighton.edu/handle/10504/154015","outbound_label":"Repository record","outbound_source":"dc:identifier.uri"},"metadata_groups":[{"id":"people","label":"People","entries":[{"key":"dc:contributor.advisor","label":"Advisor","values":["Noble, Donnette"]},{"key":"dc:creator","label":"Author","values":["Mueller, Ryan"]}]},{"id":"academic_context","label":"Academic Context","entries":[{"key":"dc:date.accessioned","label":"Dc Date Accessioned","values":["2024-08-19T20:44:57Z"]},{"key":"dc:date.available","label":"Dc Date Available","values":["2024-08-19T20:44:57Z"]},{"key":"dc:date.issued","label":"Date","values":["2024"]},{"key":"dc:publisher","label":"Institution","values":["Creighton University"]},{"key":"dc:type","label":"Dc Type","values":["Thesis"]}]},{"id":"subjects_keywords","label":"Subjects and Keywords","entries":[{"key":"dc:subject","label":"Dc Subject","values":["Communication","Employee Engagement","Leadership","Organizational Culture","Qualitative"]}]},{"id":"language_rights","label":"Language and Rights","entries":[{"key":"dc:language.iso","label":"Language (ISO)","values":["en_US"]},{"key":"dc:rights","label":"Dc Rights","values":["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."]}]},{"id":"identifiers","label":"Identifiers","entries":[{"key":"dc:identifier.uri","label":"Identifier URI","values":["https://cdr.creighton.edu/handle/10504/154015"]}]},{"id":"additional","label":"Additional Metadata","entries":[{"key":"dc:description","label":"Description","values":["2024"]},{"key":"dc:description.abstract","label":"Abstract","values":["AbstractThe exploration of organizational culture and employee engagement has been a focal point of scholarly attention over the past two decades. However, there remains a notable gap in research concerning employees' perceptions of how organizational culture directly shapes their engagement. To address this void, a qualitative case study approach was applied, delving into these perceptions within a for-profit, mid-sized financial institution located in the Midwest region of the United States. Through audio recorded interviews, the study aimed to explore the correlation between organizational culture and employee engagement among eligible participants employed at the same location. The results underscore that, amidst the inherent volatility of the financial sector, achieving heightened levels of employee engagement is feasible, particularly when communication between management and staff is transparent and consistently maintained. This highlights the indispensable role of leadership in shaping organizational culture and influencing the dynamics of employee engagement, emphasizing the significance of this relationship within the studied context. Keywords: Organizational culture, Employee engagement, Leadership, Communication, Qualitative, Case study research"]},{"key":"dc:title","label":"Title","values":["Examining Employee Perceptions of Organizational Culture and Its Impact on Their Engagement: A Qualitative Case Study"]}]}],"canonical_facts":{"dc:contributor.advisor":["Noble, Donnette"],"dc:creator":["Mueller, Ryan"],"dc:date.accessioned":["2024-08-19T20:44:57Z"],"dc:date.available":["2024-08-19T20:44:57Z"],"dc:date.issued":["2024"],"dc:description":["2024"],"dc:description.abstract":["AbstractThe exploration of organizational culture and employee engagement has been a focal point of scholarly attention over the past two decades. However, there remains a notable gap in research concerning employees' perceptions of how organizational culture directly shapes their engagement. To address this void, a qualitative case study approach was applied, delving into these perceptions within a for-profit, mid-sized financial institution located in the Midwest region of the United States. Through audio recorded interviews, the study aimed to explore the correlation between organizational culture and employee engagement among eligible participants employed at the same location. The results underscore that, amidst the inherent volatility of the financial sector, achieving heightened levels of employee engagement is feasible, particularly when communication between management and staff is transparent and consistently maintained. This highlights the indispensable role of leadership in shaping organizational culture and influencing the dynamics of employee engagement, emphasizing the significance of this relationship within the studied context. 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