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Exploring How Managers Increase Employee Performance Within Organizational Supply Chains Angela B Walden University ScholarWorks Walden Dissertations and Doctoral Studies Walden Dissertations and Doctoral Studies Collection 2019 Exploring How Managers Increase Employee Performance Within Organizational Supply Chains Angela B. Freeman Walden University Follow this and additional works at: https://scholarworks.waldenu.edu/dissertations Part of the Organizational Behavior and Theory Commons This Dissertation is brought to you for free and open access by the Walden Dissertations and Doctoral Studies Collection at ScholarWorks. It has been accepted for inclusion in Walden Dissertations and Doctoral Studies by an authorized administrator of ScholarWorks. For more information, please contact [email protected]. Walden University College of Management and Technology This is to certify that the doctoral study by Angela B. Freeman 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. Edgar Jordan, Committee Chairperson, Doctor of Business Administration Faculty Dr. Janet Booker, Committee Member, Doctor of Business Administration Faculty Dr. Patsy Kasen, University Reviewer, Doctor of Business Administration Faculty Chief Academic Officer Eric Riedel, Ph.D. Walden University 2019 Abstract Exploring How Managers Increase Employee Performance Within Organizational Supply Chains by Angela B. Freeman MS, University of Maryland University College, 2010 BS, University of Maryland University College, 2002 Doctoral Study Submitted in Partial Fulfillment of the Requirements for the Degree of Doctor of Business Administration Walden University August 2019 Abstract Leaders and the strategies they employ to enhance employee performance are essential to retaining an organization’s competitive advantage. The purpose of this multiple case study was to explore the strategies used by supply chain management managers to improve employee performance in the workplace. The conceptual framework for this study combined elements from Vroom's expectancy theory of motivation, Adams’s equity theory of motivation and leadership, and transformational leadership theories. Participants were selected via the purposeful sampling of 6 successful supply chain managers in the District of Columbia’s metropolitan area. Data were obtained using semistructured face-to-face interviews, interview notes, transcripts, and a thorough review and analysis of organizational documents. Data were analyzed using Yin’s 5-step approach to data analysis. Four themes were identified: strategies associated with enhancing employee performance with an emphasis on training, barriers that prevented leadership from achieving performance improvement objectives, tools leaders used to measure employee performance and the leadership style of the manager with an emphasis on the use of the participative leadership style. The findings of this study may contribute to social change by providing supply chain managers with resources required to enhance overall employee performance in the workplace, which in turn may lead to increased overall organizational productivity, helping to ensure the prosperity of the organizational leaders, employees, their families, the surrounding communities, and the local economy. Exploring How Managers Increase Employee Performance Within Organizational Supply Chains by Angela B. Freeman MS, University of Maryland University College, 2010 BS, University of Maryland University College, 2002 Doctoral Study Submitted in Partial Fulfillment of the Requirements for the Degree of Doctor of Business Administration Walden University August 2019 Dedication I dedicate this work in its entirety to God Almighty, whom without I would not have had the strength nor the resources to complete this journey. I would also like to thank my family; Gabrelle, my daughter, the driving force behind my every accomplishment. Having you truly made me a better person. My mother, Katie who taught me to never to give up and encouraged me to chase my dreams, although it meant sacrificing her own. Dana M. Beal, my academic partner in crime throughout this journey. My niece, Lakisha, who remains the best belated birthday gift I ever received. My brothers Aubrey and Anthony, for keeping me on the straight and narrow as well as giving me constant spiritual guidance by reminding me to pray even in my darkest hours. My second spiritual mother Pastor Harris, who taught me how to bend to the will of God. My father John, brother Angelo, cousin Phyllis and my Uncle Adolf Kennedy may you rest in peace knowing that your dream lives in on in me. Joseph M Belger, my first academic mentor, gone too soon but not forgotten. Lastly, Max, my ever-loyal canine companion who has been by the side or my lap throughout this entire process. Acknowledgments Once again, I thank God Almighty, for allowing to me complete this journey. I want to give a huge thank you to my Doctoral Chairs; Dr. Patricia Fusch, for her unwavering support through this venture and administering tough love when I needed it. Also for not giving up on me, and most of all, not allowing me to give up on myself. I would also like to thank Dr. Edgar Jordan, for giving me that much-needed push during the final steps of this academic journey. I also would like to give a huge thank you to my committee chairs, Dr. Patsy Kasen and Dr. Janet Booker for gently shepherding me in the right direction on my study. Last, but not least, I would like to thank Dr. Susan Davis, who gave me the courage to find my voice. Table of Contents List of Tables .......................................................................................................................v Section 1: Foundation of the Study ......................................................................................1 Background of the Problem ...........................................................................................2 Problem Statement .........................................................................................................3 Purpose Statement ..........................................................................................................4 Nature of the Study ........................................................................................................4 Research Question .........................................................................................................6 Interview Questions .......................................................................................................6 General Demographic Questions ............................................................................ 6 Interview Questions ................................................................................................ 7 Conceptual Framework ..................................................................................................7 Operational Definitions ..................................................................................................9 Assumptions, Limitations, and Delimitations ..............................................................10 Assumptions .......................................................................................................... 10 Limitations ............................................................................................................ 11 Delimitations ......................................................................................................... 11 Significance of the Study .............................................................................................12 Contribution to Business Practice ......................................................................... 12 Implications for Social Change ............................................................................. 14 A Review of the Professional and Academic Literature ..............................................15 Leadership and Process Theories .......................................................................... 17 i Adams Equity Theory ........................................................................................... 17 Vroom Expectancy Theory ................................................................................... 23 Transformational Leadership Theory ................................................................... 29 Application to the Applied Business Problem ...................................................... 33 Supply Chain Management ................................................................................... 34 Performance Improvement.................................................................................... 37 Employee Job Performance .................................................................................. 37 Factors Impacting Employee Performance ........................................................... 40 Motivation ............................................................................................................. 40 Employee Job Satisfaction .................................................................................... 43 Organizational Culture and Climate ..................................................................... 44 Leadership Approach ............................................................................................ 48 Leadership Strategies Which Increase Employee Performance ........................... 51 Leadership Development and Training ................................................................
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