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Learning Organization Employee Engagement during COVID-19 and Beyond.
紀錄類型:
書目-電子資源 : Monograph/item
正題名/作者:
Learning Organization Employee Engagement during COVID-19 and Beyond./
作者:
Wulff, Emily.
出版者:
Ann Arbor : ProQuest Dissertations & Theses, : 2021,
面頁冊數:
43 p.
附註:
Source: Masters Abstracts International, Volume: 83-01.
Contained By:
Masters Abstracts International83-01.
標題:
COVID-19. -
電子資源:
http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=28541967
ISBN:
9798516078729
Learning Organization Employee Engagement during COVID-19 and Beyond.
Wulff, Emily.
Learning Organization Employee Engagement during COVID-19 and Beyond.
- Ann Arbor : ProQuest Dissertations & Theses, 2021 - 43 p.
Source: Masters Abstracts International, Volume: 83-01.
Thesis (M.B.A.)--The College of St. Scholastica, 2021.
This item must not be sold to any third party vendors.
CareBH, a pseudonym for a behavioral health insurance organization, went through a culture change process focused on becoming a learning organization three years ago. Doing so was meant to address employee engagement and high voluntary turnover. The culture created was able to partially support employees during the COIVID-19 pandemic. However, it never fully achieved the goals for engagement and turnover set by senior leadership within the organization. This paper asserts that the goals may be falling short because the cultural change process did not fully address the true nature of disengagement. Recommendations will be made for how a learning organizational culture can more fully be achieved with the supports of agility and appreciative inquiry. Should CareBH use the recommendations proposed they will reinforce and better support the goals of retaining talent and improving employee engagement, which will prepare the organization for future disruptions.
ISBN: 9798516078729Subjects--Topical Terms:
3554449
COVID-19.
Subjects--Index Terms:
Insurance
Learning Organization Employee Engagement during COVID-19 and Beyond.
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CareBH, a pseudonym for a behavioral health insurance organization, went through a culture change process focused on becoming a learning organization three years ago. Doing so was meant to address employee engagement and high voluntary turnover. The culture created was able to partially support employees during the COIVID-19 pandemic. However, it never fully achieved the goals for engagement and turnover set by senior leadership within the organization. This paper asserts that the goals may be falling short because the cultural change process did not fully address the true nature of disengagement. Recommendations will be made for how a learning organizational culture can more fully be achieved with the supports of agility and appreciative inquiry. Should CareBH use the recommendations proposed they will reinforce and better support the goals of retaining talent and improving employee engagement, which will prepare the organization for future disruptions.
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http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=28541967
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