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Section 1: Foundation of the Study
Managerial engagement strategies and job satisfaction within virtual teams are
problems some organizations experience that may lead to decreased employee retention
and performance. Employee turnover reached a record high of 16.3 million during the
coronavirus pandemic (Akinyooye & Nezamis, 2021). Additionally, organizational
performance remains a competitive factor among companies because of the volatility of
economic markets (Rozman et al., 2023). Managers who understand the factors related to
engagement and job satisfaction within virtual teams may be more able to positively
influence their organizational retention and performance.
Background of the Problem
Managerial engagement within virtual teams in relation to increased job
satisfaction, with engagement and job satisfaction together as one phenomenon, is a
central challenge to many corporations. Effective engagement strategies with employees
and job satisfaction are predictors of employee turnover intention (Edwards-Dandridge et
al., 2020). Additionally, employees who do not receive sufficient engagement with their
managers may exhibit diminished performance (Burhan & Khan, 2024). A reduction in
job performance occurs when there is inadequate managerial engagement with team
members (Hernaus et al., 2023). Job satisfaction is a significant challenge that affects
employee retention and performance. When employees voluntarily leave their jobs, there
is a negative impact on a company’s budget with recruitment and training costs,
accompanied by reduced productivity (Hongyu, 2024). Historically, the coronavirus
pandemic forced abled companies to adopt a remote work model to ensure employee
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productivity and retention (Ali & Lakho, 2023). Despite some teams being switched to
the virtual work team model during the pandemic, managers seem to not have the
adaptive skills to effectively retain employees. As recently as March 2023, 3.3 million
employees voluntarily left their jobs (U.S. Bureau of Labor Statistics, 2024). Some
companies ceased to operate, while others struggled to transition to a remote work model
(Islam & Fatema, 2023). Nonetheless, for some companies, the remote work model
positively affected job satisfaction, employee performance, and retention (Lin et al.,
2024). Additionally, a hybrid work model with some remote and some onsite days is used
in contemporary businesses (U.S. Bureau of Labor Statistics, 2024). Accordingly,
substantive managerial engagement with employees is associated with increased job
satisfaction. Employee dissatisfaction can be reduced through effective managerial
engagement strategies (Harder & Hughes, 2022). Job satisfaction and virtual team
engagement are associated with employee retention and performance. Therefore, the
purpose of this qualitative multiple case study was to explore effective engagement
strategies that some managers of medium and large companies use to increase job
satisfaction within virtual teams.
Problem and Purpose
The specific business problem is that some managers of medium to large
companies lack strategies for the engagement of virtual team members to ensure job
satisfaction. The purpose of this qualitative, multiple case study was to explore effective
engagement strategies that some managers of medium and large companies use to
increase job satisfaction within virtual teams.
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Population and Sampling
The population for this study was managers of virtual teams who work for
medium to large companies in the midwestern region of the United States and who use
effective engagement strategies to increase job satisfaction among their virtual teams.
The research method included a purposive sampling of five participants in five cases until
data saturation was achieved. Moreover, participants would have managed for at least 1
year. For primary data, I conducted semistructured interviews with participants. In my
archival document retrieval, there was a secondary form of data that came from the
company websites that contributed to the primary data and depth of study.
Nature of the Study
There are three methods scholars use for research: qualitative, quantitative, and
mixed. The qualitative method includes direct contact between the researcher and the
subject of the study, with semistructured interviews being one of the data collection
techniques (Viera, 2023). Meanwhile, the quantitative method uses variables within
statistical analyses, with surveys as one of the data collection techniques (Zyphur &
Pierides, 2020). The mixed method is a combination of the qualitative and quantitative
methods. To address the research question in this study, I chose the qualitative option
over the quantitative and mixed methods as I would not be researching variables in a
statistical analysis. Among the three research methods, the qualitative method was
beneficial in relation to exploring the topic as the use of all open-ended questions and
real-life experiences of those being interviewed may positively contribute to the depth of
the inductive theory development.
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I considered research designs such as phenomenology and case studies. The
phenomenology design addresses unique data related to lived experiences (Yildirim &
Kirici Tekeli , 2022). The case study design is exploratory and can involve a single or
multiple case (Cho et al., 2022). A case study addresses many how or why questions
(Yin, 2018). Yin also noted that case study subjects are contemporary and focused and
can be single or multiple case studies with minimal restraint on behavioral exercises or
results. A single case study design is an in-depth investigation of an event or individual
over time within a single case versus multiple cases (Iversen, 2013). A multiple case
study design compares more than one entity to identify patterns and variations
(Schwingrouber et al., 2024). Among the research designs, I did not choose
phenomenology because of the focus on human experience from a personal perspective
(see Yildirim & Kirici Tekeli , 2022). I did not choose the single case study because of its
sole focus on one case (see Iversen, 2013). I chose the multiple case study design to
identify trends and provide more robust results (see Schwingrouber et al., 2024). I used
the multiple case study design to explore the phenomenon’s complexity, which can
produce contrasting or similar results, contributing to the depth and understanding of this
study.
Research Question
What effective engagement strategies do some managers of medium and large
companies use to increase job satisfaction within their virtual teams?
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Interview Questions
1. What effective engagement strategies do you use to increase job satisfaction
within your virtual teams?
2. How do you measure employee job satisfaction in your virtual teams?
3. What are the key barriers to increasing employee job satisfaction in relation to
engagement strategies within the virtual teams?
4. How did you address key barriers when implementing effective engagement
strategies within virtual teams when seeking to increase job satisfaction?
5. What additional information could you provide regarding effective
engagement strategies to increase job satisfaction within virtual teams?
Conceptual Framework
The conceptual framework for this study was Herzberg’s two-factor theory. In
1959, Herzberg introduced a concept known as the Herzberg motivation-hygiene theory
or Herzberg's two-factor theory, which addresses employee satisfaction and motivation
regarding individuals’ jobs and work environment (Herzberg, 1974; Mirzoev et al.,
2020). Herzberg’s experience in for-profit corporations and academic environments
contributed to the initial development of his research in the 1950s, which was later
presented as Herzberg’s motivation-hygiene theory (Duff & Monk, 2006; Dunnette,
1967; Kermally, 2005). The two types of motivation in Herzberg’s two-factor theory are
intrinsic and extrinsic (Herzberg, 1974; Maidani, 1991; Patterson et al., 2020). Intrinsic
employment-related factors include advancement, achievement, the work itself,
recognition, and responsibility (Herzberg, 1974). Extrinsic motivation factors include
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company policy and administration; supervision; working conditions; salary; personal
life; status; interpersonal relationships with subordinates, peers, and supervisors; and job
security (Herzberg, 1974). With an improved understanding of job satisfaction and
employee motivation factors, managers may accommodate employee preferences and
thereby increase the likelihood of enhancing job satisfaction within virtual teams, which
may positively impact the ability of companies to reduce employee turnover and achieve
organizational performance goals.
Operational Definitions
Employee engagement: Positive employee reactions, invigorated motivation of
employees regarding work responsibilities, increased cognizance of company goals
(Asuyama, 2022).
Employee turnover: Employee separations from employers over a defined period
of time (O’Callaghan, 2024).
Organizational performance: The results of the company’s ability to achieve set
goals (Gorfie & Wube, 2023).
Virtual team: Individuals on the same team working from their own homes,
telework, telecommuting, remote work, distributed work, teams geographically dispersed,
flexible work (Wilbert et al., 2023).
Assumptions, Limitations, and Delimitations
When embarking on research, restrictions may arise during the study's
development. Assumptions, limitations, and delimitations are all important aspects of
research that contribute to the quality of a study’s findings (Theofanidis & Fountouki,
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2018). Research assumptions may be epistemological in relation to human knowledge,
ontological in relation to personal encounters, and axiological in relation to values and
their effect on studies (AbuRaya & Gomaa, 2020; Hammersley, 2023). With
acknowledgment of assumptions, limitations, and delimitations, researchers may solve a
specific problem or contribute to an existing theory, which may positively impact
practitioners in achieving their professional goals.
Assumptions
Exploratory studies have assumptions related to human knowledge, experience,
and personal values, which are necessary for conducting research; however, as
mitigation, the reflexivity of the researcher's thinking will contribute to the substantive
content of the study (Langdalen et al., 2020). This study included assumptions that the
managerial engagement strategies gleaned through interviews were effective. The
assumptions also included the authenticity of the shared participants’ experiences.
Limitations
Limitations of the methodology are external to the researcher and can constrain a
study’s results (Yildiz & Yüksel, 2022). Three limitations existed. First, a limitation of
this study was that it related to medium and large businesses; therefore, the findings may
not apply to small businesses. Secondly, a constraint was that access to company
documents would be evident. And thirdly, a potential barrier when collecting primary
data is recruiting participants for interviews.
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Delimitations
Delimitations are research choices to ensure the manageability and focus of the
research question (Coker, 2022). Two delimitations existed; firstly, four or more
participants who had been managers of virtual teams for at least 1 year were interviewed.
Secondly, the selection of managers was limited to the geographical boundary of the
midwestern region of the United States.
Significance of the Study
This study is significant in that the results may contribute to the existing
knowledge of the phenomenon and provide new insights regarding identifying and
introducing effective engagement strategies in relation to job satisfaction. The study may
empower managers at medium and large companies to increase job satisfaction within
their virtual teams. Engagement is among the crucial aspects of job satisfaction.
Additionally, effective engagement strategies for management to increase job satisfaction
within virtual teams may contribute to business continuity by ensuring swift recovery or
prevention of operational disruptions while safeguarding the stability of the business.
Prioritizing effective engagement strategies for managers to include health and work–life
balance policies to increase job satisfaction may contribute to a virtual team culture that
develops effective communication, trust, and common vision, which enable organizations
to be successful.
The results of this study may contribute to the momentum of positive social
change by increasing job satisfaction and work–life balance, which may reduce work-
related stress. As work–life balance and reduced stress are achieved, increased awareness
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of engagement strategies may indicate that engaged individuals are less likely to leave
their jobs, thereby sustaining their communities with tax-generated revenues, and work–
life balance through engagement, which may reduce work-related stress. Additionally,
job satisfaction and work–life balance may influence individuals to seek an improved
mental and physical state, contributing to worth and dignity, dissuading misconduct, and
resulting in stronger and safer communities.
A Review of the Professional and Academic Literature
The purpose of this qualitative, multiple-case study was to identify and explore
effective engagement strategies that some managers of medium and large companies use
to increase job satisfaction within their virtual teams. This literature review provides a
combined analysis of professional experience and academic literature. The academic
literature section incorporates topics of job satisfaction, engagement, and virtual teams.
Furthermore, the conceptual framework of Herzberg’s motivation and hygiene theory is
presented with an analysis of supporting and contrasting theories: Maslow’s hierarchy of
needs, Alderfer’s ERG theory, Adams’s equity theory, and Vroom’s expectancy theory.
This study used 431 references, including 421 scholarly peer-reviewed articles, of
which 393 were published between 2020 and 2024. Therefore, 393 references were
published within 5 years of the estimated graduation date, comprising 91% of the total
references. This literature review applied an extensive search of the following academic
databases accessed through the Walden University library and Google Scholar for peer-
reviewed articles, books, and government websites: Academic Search Complete, APA
PsycArticles, APA PsycExtra, APA PsycInfo, Business Source Complete, CINAHL Plus
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with Full Text, Communication & Mass Media Complete, Complementary Index,
Computers & Applied Sciences Complete, Directory of Open Access Journals, Education
Source, Emerald Insight, ERIC, Gale Academic OneFile Select, Gale eBooks, Gale In
Context: Opposing Viewpoints, Hospitality & Tourism Complete, International Security
& Counter Terrorism Reference Center, Journals@OVID, Library, Information Science
& Technology Abstracts, MEDLINE with Full Text, Military & Government Collection,
OpenDissertations, Political Science Complete, Public Administration Abstracts,
Regional Business News, Research Starters, SAGE Knowledge, ScholarWorks,
ScienceDirect, SocINDEX with Full Text, Supplemental Index, Teacher Reference
Center, and Walden University Library Catalog. The search keywords and phrases
included distributed work, engagement, flexible work, Herzberg, job satisfaction, job
sharing, remote work, telecommuting, theorists, and virtual work.
Analysis of Herzberg’s Two-Factor Motivation-Hygiene Theory
Motivation achieved through managerial engagement is one of the most
significant factors influencing job satisfaction among employees, including those within
virtual teams. Motivation may be positive or negative and, if used wisely, can be
leveraged by managers to ensure employee job satisfaction (Grabowski et al., 2021;
Lohela-Karlsson et al., 2022; Ng et al., 2023; Novitasari et al., 2023; Yang & Cai, 2022).
Herzberg's theory was the conceptual framework for this study. Herzberg introduced a
concept known as the Herzberg motivation-hygiene theory or Herzberg's two-factor
theory, which addresses employees’ feelings toward aspects of their jobs and their work
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environment (Herzberg, 1974; Mirzoev et al., 2020). Because of its emphasis on
motivation, work engagement is a crucial component of the organizational approach.
Managers need the aptitude to motivate team members with distinct needs and
priorities; therefore, strategies to effectively engage team members must ensure that
individual motivators are met to increase job satisfaction. Herzberg began developing his
research in the 1950s, having attained previous work experience and knowledge in
business and academic environments (Duff & Monk, 2006; Dunnette, 1967; Kermally,
2005). Employee motivation strengthens engagement, which fuels job satisfaction
(Dubayová & Haficová, 2023; Novitasari et al., 2023; Sobaih & Hasanein, 2020). The
research aimed to identify and describe effective engagement strategies managers use to
increase job satisfaction within virtual teams, with Herzberg’s motivation-hygiene theory
as the foundational theory.
Herzberg theorized that a lack of motivation in the workplace can impact
organizational outcomes as employee engagement yields positive employee reactions to
added dimensions for existing jobs. The existence of increased autonomy and
development opportunities can invigorate motivation, leading to employee engagement,
while employee engagement leads to enhanced performance, job satisfaction, and
retention (Asuyama, 2022). Flexible schedules and employee self-management of tasks
lower work-related family stress and improve team performance and motivation (Tumi et
al., 2022). Positive motivation is defined as a level of enthusiasm that invokes work
engagement (Cortés-Denia et al., 2023; Popoola & Fagbola, 2023; Rožman & Štrukelj,
2021). When positive motivation is prevalent within the work environment, it
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significantly improves job satisfaction (Cortés-Denia et al., 2023). Motivation precedes
work engagement, as work engagement precedes increased job satisfaction.
Motivation and Hygiene Construct
Managers can strategically apply Herzberg’s two-factor theory to ensure hygiene
factor adequacy while limiting work-related dissatisfiers to ensure job satisfaction.
Herzberg acquired the term hygiene from epidemiology and asserted that good medical
hygiene does not determine whether an individual is healthy but can prevent illnesses
(Daniel, 2007). The theory indicates that the two-factor application promotes motivators
related to job satisfaction and hygiene aspects related to job dissatisfaction (Adanlawo et
al., 2023; Herzberg, 1974; Meesook et al., 2022; Park et al., 2020; Yadav, 2023).
Herzberg contended that leaders must motivate employees to maintain engagement and
increase job satisfaction. The motivation-hygiene theory, also known as the two-factor
theory of job attitudes, suggests that different factors relate to job satisfaction and
dissatisfaction (Alrawahi et al., 2020; Ann et al., 2023; Park et al., 2020; Sonnenschein et
al., 2022). The absence of motivation factors related to job satisfaction does not imply job
dissatisfaction, nor does a lack of hygiene factors equate to the existence of job
satisfaction.
Intrinsic Motivation. There are two types of motivation: intrinsic and extrinsic.
When applied to job satisfaction, motivation, according to Herzberg’s two-factor theory,
originates from intrinsic and extrinsic job conditions (Herzberg, 1974). The author also
found that intrinsic employment-related factors include achievement, recognition, the
work itself, responsibility, and advancement. Positive intrinsic motivation arises within
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employees who are empowered to manage their workload and work style (Kurt & Duyar,
2023). Intrinsic motivation provides internal and personal satisfaction, while extrinsic
motivation is achieved through external or more tangible rewards (Maidani, 1991).
Intrinsic motivation is related to internal satisfaction, while extrinsic motivation is
associated with tangible outcomes. Previous research indicates that the following intrinsic
factors are particularly important for work engagement: self-actualization, meaningful
work, alignment of work and personal values, connection with coworkers and
management, internal rewards, and personal fulfillment (Bechter et al., 2023; Ireland et
al., 2022; Kim & Song, 2023; Pandzic & Hadziahmetovic, 2022; Yousaf et al., 2022).
Intrinsic motivation essentially sets work engagement in motion, to which employees
devote their energy and creativity toward accomplishing organizational goals (Ali et al.,
2022; Behl et al., 2022; Hsu, 2022; Ito & Umemoto, 2023; Lavrijsen et al., 2021).
Alternatively, work engagement is an affected motivational state where an employee’s
positive view of their work significantly increases their job satisfaction (Ni et al., 2020;
Orgambídez & Extremera, 2020; Wu et al., 2023; Xu et al., 2022; Yildiz & Yildiz, 2022).
Intrinsic motivation often contributes to a positive relationship with work engagement,
and work engagement often has a favorable effect on job satisfaction.
Extrinsic Motivation. Extrinsic motivation incites change through external
rewards. Extrinsic motivation within the two-factor theory is predominantly associated
with hygiene factors (Herzberg, 1974; Ravesangar & Fauzi, 2022). Extrinsic motivation
factors include salary, company policy and administration, working conditions,
interpersonal supervision, and technical supervision (Herzberg, 1974). Extrinsically
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motivated employees work to achieve promotions or salary increases while avoiding
negative effects like demotions. Conversely, intrinsic motivation stems from achieving
tasks and not the consequences of achieving the tasks (Pradenas et al., 2021). Internal
rewards for performance propel intrinsic motivation, while extrinsic motivation arises
from rewards or external sources (Giamos et al., 2023; Khan et al., 2022; Mallin et al.,
2022; Patterson et al., 2020; Showers, 2022). Intrinsic and extrinsic motivation also differ
by the duration of their impact. Extrinsic motivation is short-lived, while intrinsic
motivation can be achieved over a longer period (Herzberg, 1974). Nonetheless, both
types of motivation contribute to effective engagement strategies for managers seeking
increased job satisfaction within their teams.
Motivation Factors. Motivation is a crucial element of human behavior, and
understanding why an individual purposefully engages in an activity can be of immense
value to management. Knowing what motivates human behavior can also improve
organizational outcomes (Velardo et al., 2022). Motivation at work is closely related to
work engagement (Alamri, 2023). Thus, contributing to managerial strategies to change
employee engagement levels is a worthwhile endeavor. Although past literature may have
spurred some confusion, researchers have worked to reestablish the interchangeable use
of terms such as job attitudes, satisfaction-performance, job satisfaction, and feelings, as
they all relate to work motivation (Meltzer, 1960). Motivating employees is a compelling
facet of using and developing human resources, as well as focusing on achieving
organizational goals, increasing satisfaction, and eliminating counterproductive activities.
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Numerous studies present various employee motivation factors, and Herzberg has
a distinct set of factors. These motivation factors include achievement, recognition of
achievement, the work itself, responsibility, advancement, and growth (Herzberg et al.,
1993). Herzberg et al. (1993) found that motivation through achievement may occur in
relation to tasks done well through skill, effort, or courage. Achievement also fulfills
various psychological needs and contributes to work engagement (Wang et al., 2020).
Achievement motivation is positively related to personal contentment, which heightens
work performance (Amani Nezhad et al., 2022). Psychological needs can also be satisfied
by achieving goals and anticipating outcomes because of one’s work (Wang et al., 2020).
The achievement factor relates to individuals who desire their work to reflect favorably in
relation to company goals. Company goals may not be realized without managerial
mediation and employee satisfaction (Mohsen et al., 2024). Promotions and rewards
increase the likelihood of achieving organizational goals when adopted to increase
employee motivation (Dutta et al., 2021). Employee motivation influences engagement,
which positively affects job satisfaction, leading to improved task performance (Lu et al.,
2023). With an increased need to achieve organizational goals, managers may need to
increase motivation to perform, which may positively affect job satisfaction.
Providing recognition for achievement is as important as the accuracy of
achievement-related feedback. If a manager’s recognition feedback for an employee’s
achievement or performance is inaccurate, the achievement may no longer produce an
outcome of motivation (Herzberg et al., 1993). Engagement is pivotal to aligning
common goals between employers and employees while contributing to an organization’s
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strategic vision (Reese, 2020). Recognition and feedback are associated with motivation
and retention. Some companies struggle to retain employees; therefore, utilizing
evidence-based recognition practices like public acknowledgment and showing
appreciation may motivate employees to remain with their current employers (Chênevert
et al., 2022). Public employee acknowledgment by management may not be appropriate
for all cultures. Recognition style may be modified to embrace organizational culture,
employee preference, and socioeconomic factors (Houette & Mueller-Hirth, 2022).
Recognition of achievement and the accuracy of the feedback are critical motivators.
Employee engagement may be enhanced by the work performed, but only if the
work itself is a motivating factor. In relation to the motivating factor of the work itself or
the actual job tasks, client-based work tasks are among the most constant sources of
employee satisfaction (Herzberg et al., 1993). There are internal and external clients, and
the work itself can be completing jobs for those clients. Employee engagement in some
industries like retail (Khwaja & Yang, 2022) and information technology (Saedun &
Mohamed, 2017) are directly related to customer satisfaction and retention. The work
itself may include close client–employee relationships, which are a key factor in keeping
an organization competitive (Khwaja & Yang, 2022). Employee motivation has a positive
effect on job satisfaction, encourages the goal of customer satisfaction, and subsequently
increases company performance (Makhamreh et al., 2022). Employee engagement is
associated with client satisfaction, customer loyalty, and profitability. Therefore, job
satisfaction and the important effect of the work itself are not to be neglected
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(Epaminonda et al., 2021). The nature of the work itself is a motivator in which employee
engagement is a deployable strategy when seeking to achieve customer satisfaction.
The responsibility motivator, as described by Herzberg, can be interpreted as
increased job-related responsibility that requires autonomy and accountability.
Responsibility motivates employees as it may provide enhanced time management,
scheduling flexibility with clients, and control of resources such as miniature budgets
(Herzberg et al., 1993). Herzberg also noted that bypassing the hierarchical structure to
communicate directly with clients and perform other higher level tasks, such as signature
approvals, is an additional source of motivation for employees, as these are greater
responsibilities given by their organizations. When provided to workers, autonomy
implies confidence by management in their abilities, which positively contributes to their
motivation (Valk & Yousif, 2023). Job autonomy and responsibility are closely
associated. The perception of responsibility greatly influences job satisfaction, motivates
employees to perform their duties well, and contributes to future performance
implications (Yang & Cai, 2022). Conversely, a lack of opportunities to communicate
with management regarding concerns and recommendations lessens employee confidence
and autonomy (Yin et al., 2022). Employees feel motivated when managers empower
them with responsibility and autonomy.
The motivating factor entitled advancement and growth includes on-the-job
training, development of expertise, and growth whereby positive employee interactions
enhance organizational culture and productivity. Employees are motivated when learning
new skills that enable them to become subject matter experts in their field (Herzberg et
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al., 1993). The absence of employee occupational training is linked to reduced job
performance and satisfaction (Orimuo et al., 2023). Training and development challenges
may include increased costs and virtual training requirements due to issues such as
geographical limitations. However, it is wise for management to commit time, resources,
and funding to occupational training to ensure the fruition of organizational goals
(Baroudi et al., 2022). Virtual training sessions provide a valuable opportunity to conduct
training concurrently among multiple teams in multiple locations. Additionally,
management may incur lower travel and lodging costs, fewer illnesses, and improved
collaborative expertise with virtual training (Golston et al., 2021). Employee growth and
advancement are key to motivation and increased productivity.
Hygiene Factors. Hygiene factors are dissatisfiers. The analysis of job attitudes
includes job satisfaction and dissatisfaction as separate continua; therefore, the opposite
of job satisfaction is no job satisfaction (Barron et al., 2023; Harder & Hughes, 2022;
Nagpaul et al., 2022; Park et al., 2020; Sharma et al., 2022). Job satisfaction is
determined by the following: task achievement, achievement recognition, intrinsic
interest in the task, increased task responsibility, career advancement, and the possibility
of occupational growth (Herzberg, 1965; Kootahi et al., 2023; Mgaiwa, 2023). Hygiene
factors may not contribute to job motivation; however, they may lessen job
dissatisfaction. Job dissatisfaction refers to an employee’s feelings, attitudes, and
perceptions of their work environment (Herzberg, 1965; Kim & Lee, 2023). Herzberg
(1974) found that 10 aspects represent the hygiene factors: company policy and
administration, supervision, work conditions, salary, personal life, status, interpersonal
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relationships with subordinates, interpersonal relationships with peers, interpersonal
relationships with superiors, and job security. Improvements related to hygiene factors
remove obstacles to an employee's level of job satisfaction. Table 1 provides an overview
of Herzberg’s motivation and hygiene factors.
Table 1
Herzberg Motivation-Hygiene Factors
Factor
Component
Motivation
Achievement—quality performance
(Satisfaction)
Recognition for achievement
Work itself—client relationship
Responsibility
Advancement and growth—New learning (on-the-job training)
leading to unique expertise
Hygiene
Company policy and administration
(Dissatisfaction)
Supervision
Work conditions
Salary
Personal life
Status
Interpersonal relationship with subordinates
Interpersonal relationship with peers
Interpersonal relationship with superiors
Job security
Note. This table demonstrates the motivation factors associated with job satisfaction and
the hygiene factors associated with job dissatisfaction (Herzberg, 1974).
Individuals who inspire others cause motivation, which invokes needed actions to
achieve desired goals. Factors contributing to job satisfaction relate to job content,
including achievement, recognition for achievement, interesting work, increased
responsibility, growth, and advancement (Herzberg, 1974). Conversely, Herzberg stated
that contributing factors to job dissatisfaction are related to a job's context, not its content
(Sevilmiş et al., 2023). Job dissatisfaction is unrelated to what employees do but, rather,
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how they are treated, whether good or bad. It is not uncommon to see supervision as a
key element associated with the hygiene or dissatisfaction factor (Thant, 2023). Hygiene
factors, also known as maintenance factors, require continual monitoring and adjustments
(Davis & Allen, 1970). Hygiene factors are needed primarily to prevent job
dissatisfaction.
Supporting and Contrasting Models
Motivation and behavior have been the center of numerous studies related to the
effectiveness of employee performance, job satisfaction, and the achievement of
company goals. In the multi-task, fast-paced, competitive environments of medium to
large companies, the engagement strategy of managers entails a critical role pertaining to
employee motivation and company profits (Bednarska-Wnuk, 2023; Stavrinoudis et al.,
2022; Suvalova & Masyukova, 2020; Taşgit et al., 2023). Recognizing motivational
needs and implementing changes may be difficult for managers. Two primary theories of
motivation related to job satisfaction are content and process theories (Barbuto, 2006;
Maertz & Campion, 2004). Content theories of motivation often describe a system of
needs that motivate the actions of individuals (Miner & Dachler, 1973). However,
process motivation theories focus on how and why motivation affects behavior (Schjoedt
& Shaver, 2020). Familiarization with some of the most popular motivation theories may
decrease the hesitation to initiate change, which may have a positive effect on company
objectives.
Familiarity with motivation theories may provide foundational support for
managers who are considering employees’ needs to sustain the organization. Two popular
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supporting theories of Herzberg’s motivation-hygiene theory are Maslow’s hierarchy of
needs and Alderfer’s ERG theory (Staempfli & Lamarche, 2020). Motivation theories are
associated with job satisfaction and organizational performance. Two well-known
contrasting theories pertaining to Herzberg’s motivation-hygiene theory, which are
process theories, are Adams’s equity theory and Vroom’s expectancy theory (Swain et
al., 2020). With an improved understanding of employee needs for motivation and job
satisfaction, management may accommodate those needs, and thereby increase the
likelihood of enhancing their employees’ work skills and environments, which may
positively impact employees’ performance and job satisfaction.
Maslow’s Hierarchy of Needs
The provision of basic needs can be as important as human motivation. The
hierarchy of needs theory was introduced by Maslow (1958) in the 1940s and continued
to progress during the ensuing decades. Motivation is related to behavioral, biological,
cultural, and situational aspects with basic needs including physiological, safety,
belonging and love, a combination of importance, respect, self-esteem, and
independence, the need for information, understanding, beauty, and self-actualization
(Roe, 1956). The theory describes how human motivation and behavior are formed by
distinct levels of needs. Maslow’s hierarchy of needs is often summarized and depicted in
a triangular figure that displays five categories or levels: physiological needs, safety,
social needs, self-esteem, and self-actualization (Maslow, 1958; Sharma et al., 2020). The
satisfaction of needs in a hierarchical order may increase motivation.
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Maslow’s theory is not without criticism. Some criticism of Maslow was that his
theory focused on healthy individuals only, and if sick individuals were included, it
would require two theories (Hall & Lindzey, 1957). Individuals with disabilities who
sought higher education, employment, and respect from their communities were found to
be more motivated by the higher level needs of Maslow’s theory (Akoto et al., 2023).
Furthermore, needs may not need to be satisfied sequentially (Rojas et al., 2023). The
satisfaction of needs may not need to be in hierarchical order. With continued research on
various motivation and behavioral theories, managers may adjust employee engagement
methods to probe for needs and preferences warranted for job satisfaction.
Alderfer’s ERG Theory
Alderfer’s ERG motivation theory is a modification of Maslow’s hierarchy of
needs theory. In 1969, Alderfer introduced the existence, relatedness, and growth theory,
more popularly known as the ERG theory (Alderfer et al., 1974; Moosa & Aloka, 2023;
Schneider & Alderfer, 1973). Regarding Maslow’s theory and the number of needs
needed for human motivation, Alderfer reduced it to three categories: existence,
relatedness, and growth (ERG) in which the category of existence includes food, safety,
deterrence of fear, and physiological needs (Alderfer et al., 1974). The authors also noted
that the category of relatedness encompasses maintaining important interpersonal
relationships. The ERG theory has been applied in many professional fields (Wang et al.,
2021). The existence category of Alderfer is similar to Maslow’s physiological and safety
needs, and his relatedness category is similar to Maslow’s belonging and love, while his
growth category is similar to Maslow’s self-esteem and self-actualization needs.
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However, the ERG theory differs from Maslow’s theory in that it does not endorse a
hierarchy of needs. To fulfill motivational needs, individuals may pursue the needs within
Alderfer’s theory in any order, with forward and backward fluidity, and in multiple
categories concurrently (Yang & Ling, 2023). Herzberg, Maslow, and Alderfer’s theories
identify similar needs essential for human motivation; however, Herzberg conceptualizes
satisfiers and dissatisfiers within the workplace, Alderfer conceptualizes an altered
version of Maslow's theory, and Maslow conceptualizes a hierarchy of needs.
Adams’s Equity
Adams’s (1968) equity theory on job motivation was developed by Adams in
1963, and the theory indicates that employees are motivated by their perception of
fairness. Dissatisfaction and reduced morale are related to an individual’s experience with
injustice within social interaction (Adams, 1965). Herzberg’s motivation-hygiene theory
presents two sets of factors that influence job satisfaction; however, Adams’s equity
theory compares the outcomes of inputs and outputs to dissuade impartial elements.
Whether equity or expectancy can underpin behaviors that contribute to effective
engagement strategies that enable management to increase job satisfaction is an approach
addressed in this contrasting theory. Employee equity is favorable among virtual teams
and is needed for continuous innovation (Dzandu et al., 2023; Liang, 2021; Zucca et al.,
2021). With Adams’s equity theory, employees assess equity by comparing their inputs
and outputs to those of other workers and analyze the results according to their perception
of fairness (Khandeparkar et al., 2020). Inputs may be similar to effort, loyalty,
enthusiasm, time, integrity, commitment, and personal sacrifice (Bawalla, 2020). Outputs
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may be similar to salary, rewards, bonuses, reputation, benefits, recognition, enjoyment,
and job security (Dewalska-Opitek & Hofman-Kohlmeyer, 2021). Fairness and balance
are associated with the degree of job satisfaction. Valuation of personal inputs and
outputs results in feelings of fair treatment or the lack thereof that could help or hinder
motivation (Swain et al., 2020). Managers may benefit from a greater understanding of
their employee’s perception of equity, consequently enabling them to make more
informed decisions pertaining to management strategies.
Vroom’s Expectancy Theory
Another contrasting theory to Herzberg’s motivation-hygiene theory is Vroom’s
expectancy theory which focuses on motivation related to future events. Vroom (1964)
presented his expectancy theory with three components of expectancy, instrumentality,
and valence, in which expectancy is the employee’s work effort in relation to work
performance, instrumentality of work performance linked to positive outcomes, and
valence representing outcomes in relation to rewards. The theory provides that employees
are motivated when they expect their efforts will be rewarded with positive outcomes of
value (Akgunduz et al., 2020; Vroom, 1964). Furthermore, improved job performance
and job satisfaction were found within virtual teams (Baumann et al., 2023; Beck &
Hensher, 2022; Waseem et al., 2021). Individual choices, expected satisfaction, and
personal goals are associated with one another. In comparison, Tasneem (2021) observed
that with Vroom’s expectancy theory, employees are motivated by future events, and this
was reflected in the choices they make in pursuit of job satisfaction, while Suthatorn and
Charoensukmongkol (2023) found that Herzberg’s motivation-hygiene theory focused on
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elements within the work environment that contributed to job satisfaction or job
dissatisfaction. Increased engagement between managers and teams may ensure a higher
probability of positive outcomes for future events.
Major Supporting Theory
Maslow’s theory has been subject to criticism; however, the theory continues to
be among the most popular theories with numerous applications. Herzberg’s motivation-
hygiene theory is the conceptual framework for this study, and the primary supporting
theory is Maslow’s hierarchy of needs. Both theories show that the needs of individuals
differ; however, there are overlapping aspects within their models that include intrinsic
and extrinsic motivation (Ihensekien & Joel, 2023). The practice of both theories relates
to having enthusiastic employees poised for increased performance (Ihensekien & Joel,
2023). The aforementioned theories are concerned with employee motivation and job
satisfaction; however, there are noticeable similarities between Maslow’s and Herzberg’s
theories of motivation. Both theories indicate motivation is a multi-factor construct in
which Maslow’s physiological, safety, and social factors are similar to Herzberg’s
hygiene factors: salary, personal life, job security, working conditions, quality of
supervision, company policy and administration, interpersonal relations, and status
(Artaya et al., 2021). Both Maslow and Herzberg contributed to increased consideration
given to human relations, and the priorities of a successful organization are no longer just
inventory, environment, and people. Effective management strategies for employee
engagement are now considered imperative in relation to increased satisfaction and
organizational performance.
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Job Satisfaction
Job satisfaction remains at the forefront of employee retention and performance
research as some companies grapple with activities and methods that best foster effective
managerial engagement to ensure job satisfaction. Job satisfaction is a subjective
consciousness of employees’ feelings about their work (Soldo, 2021). Fulfillment at work
can reduce employee turnover (Chang et al., 2023; Chang & Busser, 2020; Duarte &
Silva, 2023; Gebregziabher et al., 2020; Pratami et al., 2022) and can lead to higher
performance (Develİ & Çavuş, 2023; Espinosa-Pinos et al., 2023; Hildenbrand et al.,
2023; Hogenelst et al., 2022; Rew et al., 2020). Effective managerial engagement with
employees is associated with increased job satisfaction. Employee discontentment can be
reduced through effective managerial engagement strategies (Harder & Hughes, 2022).
Increased job satisfaction could reduce employee turnover and mitigate poor
performance.
Job Satisfaction and Performance
An absence of job satisfaction can hinder employee performance. Gratification at
work significantly influences job performance as well as company profit (Rew et al.,
2020). Predictors of employee contentment and performance move concurrently in a
unidirectional flow (Develİ & Çavuş, 2023). These studies portray the positive
relationship between performance and contentment at work. Employee dissatisfaction can
be reduced through improvements related to hygiene factors (Herzberg, 1965; Kim &
Lee, 2023). Fulfilling the needs related to employee satisfaction could prevent meager
performance and productivity.
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Job Satisfaction and Retention
Fulfillment at work is beneficial to both the employee and the employer and is a
crucial factor related to retention. Inadequate gratification can encourage employee
turnover, and inept onboarding can become costly to employers (De Mesa et al., 2023;
Oven & Domajnko, 2021; Richards & Kieffer, 2023). Employee turnover costs, including
recruitment, training, loss of expertise, and loss of productivity, are a financial challenge
for many companies (Rumawas, 2022). Leadership’s commitment to employee benefits,
promotions, engagement, the nature of the work, coworkers, and the work culture affects
workforce retention (Gelencsér et al., 2023). Fulfillment at work is associated with
increased employee retention. Ethical leadership has a pivotal role in establishing
employee gratification and retention (Addai et al., 2022; Athanasiadou et al., 2023;
Theriou et al., 2020; Torlak et al., 2021; Yasin, 2021). Improved retention contributes to
an efficient workplace and reflects a work culture of satisfaction among employees.
Job Satisfaction and Work–Life Balance
Technology allows companies to remain connected to their employees 24 hours a
day, 7 days a week, throughout the year, while at home, on vacation, and even on sick
days, invoking the need to evaluate work–life balance and job satisfaction. Attention to
work–life balance is as critical as the focus on job satisfaction (Győrffy et al., 2023; Kim
et al., 2023; Kusairi et al., 2023; Savarimalai et al., 2023; Ugwoke et al., 2023). Work–
life balance is a harmonious distribution of the number of hours an employee dedicates to
the job and their personal lives with the intent of fulfilling both professional and personal
commitments (Brauner et al., 2022; Dousin et al., 2021; Haar & Brougham, 2022;
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Palumbo, 2023; Yejin & Mi, 2023). Work–life balance can be supported by averting
burnout or occupational exhaustion (Chiou, 2021; Navarro Moya et al., 2020; Stoyanov,
2022). Sufficient work–life balance and increased job satisfaction are associated with one
another. Work–life balance can be achieved through effective leadership engagement
with staff, the distribution of equitable workloads, employee recognition, and the
development of a positive work culture (Singh et al., 2022). Maintaining a work–life
balance could prevent many factors related to job dissatisfaction.
Engagement
Employee engagement can be as important as job satisfaction. Work engagement
is a positive emotional attitude employees experience as they exhibit passion, energy, and
dedication in response to their work (Andriani et al., 2023; Fatoki, 2023; Mashavira et al.,
2023; Ok & Lim, 2022; Zhang et al., 2023). An absence of internal communication,
whether in person or remotely, can reduce engagement between managers and employees
and be considered unattractive to external stakeholders (Tkalac Verčič & Men, 2023).
Work disengagement is an emotional response involving boredom and disinterest in
closeness with team members, internal communication, and knowledge sharing (Chen et
al., 2021). There is a correlation between employee engagement and job satisfaction.
Employee job dissatisfaction can be reduced through managerial engagement (Afrahi et
al., 2022; Padmavathi, 2023). Effective managerial engagement strategies may prevent
diminished job satisfaction.
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Leadership Styles
Flexible leadership styles may inspire employee efficacy as effective managerial
engagement strategies with virtual teams are at the forefront of geographical work models
designed to strengthen business continuity, establish contingency plans, and ensure
employee retention. For some organizations, the leadership style is an organic process
that requires discussion on what it means to lead an effective virtual team, such as
remaining in contact with team members, clearly communicating goals, and providing
feedback (Pavez & Neves, 2023). Communication, technology, and trust are key factors
of effective virtual team leadership (Ben Sedrine et al., 2021; Castellano et al., 2021;
Chamakiotis et al., 2021; Efimov et al., 2020; Krehl & Büttgen, 2022). Leadership over
multiple geographical locations requires modern online methods to ensure the stability of
the business. Li et al. (2021) found that managers who were intentional about
engagement were less likely to see the dissolution of their virtual teams, and Panteli et al.
(2019) observed that virtual team engagement remained intact if touch points were made
for critical milestones during project cycles. Jaakson et al. (2019) argued for iterative and
collective team celebrations to enhance engagement. Adaptive leadership methods
contribute to virtual team effectiveness and employee engagement and can be a useful
strategy for retention.
The absence of effective leadership can result in decreased managerial
engagement with employees. Hiring entities and organizational leadership may rely on
completed research to determine the acumen needed for productive leadership (Muff et
al., 2020; Nguyen & Nguyen, 2022). Additionally, pandemics, climate crises,
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environmental disasters, civil unrest, and international wars warrant that managers
embody empathy and nurture complex and adaptive organizations as they develop work
cultures that are sensitive, trustworthy, and competitive in achieving company goals
(Kolga, 2023). Two popular leadership styles are transformational leadership and
transactional leadership (Lee et al., 2023; Southgate et al., 2023). Effective leadership
styles and positive employee engagement are associated with one another. Two additional
distinct leadership styles are authentic leadership and servant leadership (Abbas et al.,
2022). Four leadership styles are presented below. With greater discernment of leadership
styles and managerial engagement strategies, organizations may modify or reinforce their
current tactics, increasing the likelihood of improved job satisfaction, which may
positively affect organizational performance.
Transformational Leaders. Transformational leaders present a vision that
inspires their followers to achieve greater goals than they would normally; consequently,
the transformational leaders themselves are motivated to accomplish greater feats.
Transformational leaders share a vision with everyone instead of a select group (Bak et
al., 2022; Dhaouadi, 2021; Koo & Lee, 2022; Layaman et al., 2021). Leaders who avoid
disparity in disseminating critical information enable their followers to realize equal
value (Bak et al., 2022). Ali et al. (2023) also observed that a transformational leadership
style reduced employee turnover while preserving a positive, committed work culture.
There are various productive outcomes of this particular leadership style. Kehr et al.
(2023) asserted that transformational leaders are motivators, while Paganin et al. (2023)
found this leadership style fosters high-performing, cohesive teams. These two studies
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confirm that the engagement characteristics of transformational leaders motivate and
encourage employees to remain committed to the organization.
Transactional Leaders. Transactional leaders set the expectations, and when the
followers meet the expectations, they are rewarded. Transactional leadership, the most
frequently practiced leadership theory, promotes forms of exchange (Sané & Abo, 2021;
Young et al., 2021). While the transactional leadership style is transparent about tasks
and rewards, the passive avoidance style is negatively related to employee engagement. It
may be the easiest leadership style to model, however, as it is based on managerial
authority with little concern for employee feelings (Chua et al., 2022; Dartey-Baah &
Agbozo, 2021; Lee et al., 2021; Obuobisa-Darko, 2020; Rabiul, 2022). Prevalent but
linked to poor employee engagement, transactional leadership may be more concerned
with short-term gains rather than the development of resilient and enduring teams.
Authentic Leaders. Authentic leadership is needed for employee engagement to
be meaningful. When crucial attributes of authentic leadership, like strong values, a sense
of purpose, trusting relationships, self-discipline, and empathy for others, are absent, they
reduce the effectiveness of employee-manager engagement (Bai et al., 2022; Hafiz &
Indrayanti, 2022; Jiang & Shen, 2023; Lopez-Zafra et al., 2022; Winton et al., 2022).
Authentic leadership leads to positive employee engagement and experiences relevant to
their work (Ciftci & Erkanli, 2020; Lindsay & Mathieson, 2022; Malik et al., 2023;
Niswaty et al., 2021; Wirawan et al., 2020). Conversely, deceptive leadership harms
engagement between managers and employees, with mistrust being among the related
factors (Alkaabi & Wong, 2020; Kiliç & Yavuz, 2021; Kleynhans et al., 2022; Moore et
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al., 2020; Peyton et al., 2023). Distrust has an adverse effect on meaningful employee
engagement. A satisfactory degree of trust within leadership can have a decisive effect on
employee engagement (Aei-Kyung et al., 2022). Authentic leadership may encourage
strong, loyal employee relationships and result in positive outcomes.
Trust and justice are foundational factors for engagement. The five main
categories of behavioral traits regarding trustworthiness and team unity include ability,
benevolence, predictability, integrity, and transparency, and the three main categories of
risk-taking behavior include disclosure, reliance, and contact-seeking (Breuer et al.,
2020). Trust contributes to motivation and involvement. Mistrust burdens those involved,
inducing fear and confusion within the environment (Cheng et al., 2022; Nathansohn &
Lahat, 2022). Procedural justice is fairness according to an individual’s perception and
identity-based motivation (Aggarwal et al., 2022; He et al., 2014; Sarti, 2019). Previous
studies have investigated the relationship between employee engagement and procedural
justice, finding that engagement is consistent with identity or self-concept (Aggarwal et
al., 2022; He et al., 2014; Sarti, 2019). Unfair treatment may cause employees to feel
devalued and unsupported (Sammarra et al., 2022). A foundation of trust and fairness
could thwart disengagement.
Servant Leaders. Servant leadership is when leaders are concerned about the
needs of their followers in anticipation that their followers will care more for the needs of
the business. Servant leadership traits include attentiveness, empathy, nurturing, and
empowering followers first (Canavesi & Minelli, 2022; Giolito et al., 2021; Heine et al.,
2023; Loscalzo et al., 2023; Xu et al., 2023). Peng and Chen (2021) provided a case study
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that revealed a positive link between servant leadership and customer-facing employee
performance. Similarly, Nauman et al. (2022) found servant leadership effective,
particularly in team performance and collaboration. The results of both studies indicate
servant leadership has a compelling effect on performance. Menial job performance is
often the result of unethical ethical business practices and a lack of empathy, integrity,
and empowerment, all critical attributes of servant leadership (Maibvisira & Tefera,
2022). With an improved understanding of employee engagement preferences, managers
may elect to use a servant leadership approach, increasing the likelihood of enhanced job
performance among their teams.
Engagement and Performance
Effective managerial engagement has a key role in employee performance.
Unique hurdles are eminent when engagement strategies do not suit the organization;
therefore, training managers on methods to improve employee relations and increase
engagement can be a worthwhile endeavor (Wang et al., 2023). Studies indicate that
companies with an engaged workforce experience increased performance (Al Zeer et al.,
2023; Blaique et al., 2023; Hasan, 2023; Rahmadani et al., 2020; Singh et al., 2023). Pay
for performance is a common practice; still, low managerial engagement leads to low task
performance (Alolayyan & Alyahya, 2023; Kong et al., 2023; Lee & Jo, 2023; Lu et al.,
2023; Park et al., 2022). Innovative technology, world events, and globalization have
normalized the effective virtual team model for many businesses. Exiguous managerial
engagement can affect job performance (Chaudhary et al., 2022; Jones, 2020; Zhang et
al., 2022). Engaged virtual team members tend to be high performers (Simran et al.,
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2021; Weerawardane & Jayawardana, 2022). Effective engagement and desired
performance are associated with one another. Low job performance may be mitigated
with effective engagement strategies (Atapattu & Huybers, 2022). Competition among
companies and the need for rapid adaptation have illuminated the relationship between
employee engagement and performance.
Innovation
Virtual team members who do not receive their desired amount of managerial
engagement may struggle with innovation. An absence of effective engagement between
managers and virtual teams can stagnate employee creativity (Bourgeois-Bougrine et al.,
2022; Bushuyev et al., 2020; Herodek & Vilmar, 2021; Zhang, 2022). Innovation is
fostered in work environments where breaks are respected as part of the innovative
process, employees are autonomous, and collaboration is common (Burleson et al., 2023;
Van Essen et al., 2022). Limited organizational innovation can be the result of missing
employee participation (Heim & Gierlich-Joas, 2022). Relationships have been observed
between innovation and a work culture that includes employee autonomy, healthy work
breaks, and collaboration. The lack of employee innovation can be reversed with positive
leadership and the promotion of innovative work behavior (Arsawan et al., 2022).
Medium and large companies can attain a competitive advantage over their peer
companies through enhanced performance and innovation.
Rewards
Employee reactions to management-provided rewards and the impact of those
reactions on work culture and organizational sustainability can promote engagement.
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Recognition programs enhance engagement, while an absence of these programs can
produce disengagement (Presslee et al., 2023). Group activities conducted to achieve
common goals contribute to positive employee perceptions of those tasks (Kim et al.,
2021). A collectivist work culture is utilized among some organizations to advocate for
group goals and rewards rather than those provided to individuals (Benavides & Hur,
2020). A culture of individualism is accepting of individual rewards for individual
performance (Brossoie et al., 2022). These studies confirm rewards and effective
employee engagement are associated with one another. Rewards have a positive effect on
employee engagement (Goyal et al., 2023; Marginingsih & Khaeri, 2022). A reward
system, when appropriately applied, may prevent employee disengagement.
Virtual Teams
Team models described with verbiage such as virtual teams, working from home,
telework, telecommuting, remote work, distributed work, or flexible work have gained
momentum as companies embrace globalization and advancements in communication
technology. Unique factors of the remote work model include technology, technical
skills, and increased autonomy (Torres & Orhan, 2023). In contrast, the on-site work
model includes companies having in-person collaboration and face-to-face managerial
oversight. However, adapting to virtual teams positively contributes to company
contingency plans, as research indicates that virtual teams are resilient during disastrous
events (Fuhrer, 2022). Although longer work hours and unpaid overtime were
challenging for some team members, working remotely was still preferred due to its
impact on job satisfaction (Butler & Jaffe, 2021; Chen et al., 2023). Indeed, the
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heightened job satisfaction inherent with virtual teamwork appears to outweigh its
challenges. Virtual teams incur additional costs like shifted internet and utility
expenditures; however, employees still favor working remotely because of increased job
satisfaction and reduced stress (Battisti et al., 2022; Karageorge, 2022). With active
contingency plans and cost savings, employers using the virtual work team model are
more likely to focus on how and what work is completed rather than where it is
performed.
Virtual Teams and Performance
Individuals on virtual work teams can work from any geographical location if
they have the technology needed to perform their job functions adequately. Remote teams
have proven to be strong and flexible in difficult times (Degbey & Einola, 2020;
Robertson et al., 2022). Having the option to choose the location to complete their work
tasks enhances employee performance (Giauque et al., 2022). Working from home also
has a positive effect on job performance (Härtel et al., 2023). These studies suggest that
improved job performance is a benefit of having teams operate remotely. However, if
there is a lack of management skills to motivate virtual work teams, decreased job
performance may result (Cripe & Burleigh, 2022). A combination of positive virtual
team-related perceptions and employee preference for remote work can lead managers to
accommodate virtual teams, increasing the likelihood of improved job performance.
Employee conflict is among the primary concerns that affect an organization’s
performance. Employees who demonstrate upsetting or annoying behavior with
coworkers may delay work, inhibit productivity, and reduce employee morale (Khalifa et
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al., 2023). Difficult team members induce stress, which negatively affects the work
environment and may contribute to employee attrition (Yu & To, 2021). Advantages of
working from home include improved performance and reduced interactions that may
lead to employee conflict (Guo et al., 2023; Ipsen et al., 2021). Reduced employee
conflict and improved performance are associated. Diminished employee conflict can be
a positive element associated with the virtual work team model (Abiddin et al., 2022). An
increased perception of the effects of in-person employee conflict may lead organizations
to select a virtual work team model to ensure optimal performance.
Technology
Managers should understand virtual team technology to engage with team
members adequately. Leaders should have a plan that ensures effective engagement
instead of expecting the desired results to occur randomly, regardless of management’s
approach (Olsen et al., 2023; Teodorovicz et al., 2022). The formal use of technology
such as e-mail, video conferencing, instant message tools, and phones is essential when
refining engagement among virtual teams (Lee, 2023). Technology with video chat
features was most effective for meetings, communication, and social interactions with
virtual teams (Haider & Anwar, 2023; Nordbäck & Espinosa, 2019). Acceptance of
advanced technology can have a positive effect on remote team engagement. Conversely,
engagement within remote teams may lessen if companies continue to use on-site
methods (Sharma, 2022). With advanced comprehension of online technology and virtual
team preferences, managers may accommodate virtual team preferences and ensure
effective engagement, positively impacting performance.
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Contingency Plan Benefit
Virtual teams contribute to the corporate strategy of sustaining operations for
shareholders, stakeholders, and customers despite disasters and process or system
failures. While organizations may not expect a crisis to occur, having an active
contingency plan within existing daily operations can greatly improve recovery time
following a disaster or failure. The inability of a corporation to recover from an outage in
a reasonable time affects consumer and partner confidence (Roush et al., 2021).
Contingency plans should accommodate predictable risks, such as fires that prohibit
access to the work building, and unpredictable risks, such as disastrous events seen on
televised or reputable news sources (Chen et al., 2021). Two benefits of virtual teams are
that they are already geographically dispersed with the technology and networks they use.
Contingency plans can be reinforced using virtual teams (Burrell, 2020). For abled
companies, the adaptation to virtual teams and advanced technology could reduce the
possibility of a company shutdown during a crisis.
Management Challenges of Mistrust and Miscommunication
Although the challenge of developing trust between management and virtual team
members is not new, world events such as the coronavirus pandemic motivated abled
companies to activate the virtual team, work model and reassess trust. A major factor of
virtual teams is trust (Burroughes & Grant, 2023; Dinh et al., 2021; Javidan & Zaheer,
2021; Panteli et al., 2023; Zakaria & Mohd Yusof, 2020). Trust is a critical factor related
to the success of virtual teams; however, some companies are unsure of how to build trust
within the virtual team model (Grawitch et al., 2023; Rodrigues et al., 2023). Effective
39
managerial engagement and increased trust are associated with one another.
Miscommunication can produce distrust in virtual teams (Jarvenpaa & Keating, 2021).
However, technology is a key solution enabling teams to develop a work culture
encompassing shared values and effective communication (Zamani & Pouloudi, 2022).
Trust becomes increasingly critical when managing virtual teams and may prevent
diminished performance.
Timely and repeated discussions pertaining to communication are crucial within a
virtual team environment. Managing virtual teams requires a different skill set or
competency that is deliberate in developing collaboration, communication, and
performance (Aquino et al., 2022). Managers can encourage team members to develop an
awareness of their communication style, unproductive time, and ways to dissuade costly
errors (Jarvenpaa & Keating, 2021). Virtual team communication should be considered
an action rather than a transfer of information, despite email content and interpretation
limitations (Jarvenpaa & Keating, 2021). The action would include recipients of the
emails not merely reading the emails; instead, ensuring work factors are negotiated and
assigned tasks are completed. Effective engagement strategy includes emphasized
communication objectives. Moreover, virtual team-building activities augment effective
collaboration within virtual teams and are essential for employee engagement and
performance (Chakraborty et al., 2023). Satisfied communication needs could prevent
meager employee engagement.
It is critical for managers to fully support each of their virtual team members, and
team members need to be able to trust their managers to genuinely engage with them, as
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mutual trust is a crucial component of the remote work model. A lack of trust between
managers and virtual teams can hinder collaboration, performance, and knowledge
sharing (Abd Shaheen & Alzubaidy, 2022; Jentjens & Cherbib, 2023; Kiely et al., 2022).
Leaders are responsible for developing a work culture of reliability and honesty that
stems from trust (Burroughes & Grant, 2023; Yang & Lin, 2023). Micromanagement of
virtual teams attenuates trust (Khanna et al., 2020; Lee, 2021). The greater the distrust,
the lower the productivity, quality of work, and job satisfaction (Neill & Bowen, 2021).
Mistrust and diminished work performance are associated with one another. Managers
can reduce mistrust through the following practices: expect truthful work relationships,
be transparent in sharing information, over-communicate for understanding, distribute
identical information to all team members to avoid confusion, resolve trust issues
quickly, participate in employee development, support work autonomy, cross train or
shadow with team members, recognize high performance, communicate the importance
of trust in team meetings, engage with team members to learn what is and what is not
working, and ensure that employees know that their managers care about them (Turesky
et al., 2020). Team members who feel that managers understand and trust them may have
greater confidence in becoming high performers, as trust positively affects job
satisfaction.
Virtual Teams and Retention
Employees of virtual teams who require more managerial engagement may leave
their employers, affecting the organization’s performance. Insufficient engagement leads
to an increased turnover rate (Hassan, 2023). Employee engagement may be emotional or
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cognitive, including caring, connecting, coaching, and complimenting (Jiang & Shen,
2023). Disengaged employees emotionally disconnect from the job, a term called quiet
quitting. Effective leadership requires interpersonal communication skills to develop
relationships and increase employee retention (Ivey & Kasztelnik, 2023). Sufficient
engagement between employees and managers and increased employee retention are
associated with one another. Effective managerial engagement within virtual teams may
increase job satisfaction, which positively affects company performance and reduces
employee turnover.
Companies that use virtual teams realize it is an attractive benefit that may
increase employee retention rates. Organizations with a good work-from-home (WFH)
model have a powerful competitive advantage in talent acquisition and retention (Loh et
al., 2023; Yang et al., 2023). The remote work model continues to gain momentum in
becoming a critical factor in job retention, but over 20% of managers lack the required
skills to work with virtual teams (Depoo & Hyršlová, 2022). Remote teams and increased
employee retention are associated with one another. Additionally, job burnout may be
associated with feelings of hopelessness among employees and strong intentions to leave
their current position or company (Lushin et al., 2023). Nevertheless, firms with an
effective remote work model report increased job satisfaction, which is associated with
increased retention (Chen et al., 2023; García-Salirrosas et al., 2023; Pranata et al., 2022).
With advanced knowledge of remote work structure and its effect on job retention, more
companies may adapt to innovative technology incorporating work-from-home models.
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Virtual Teams and Work–Life Balance
The virtual work team model includes working remotely or from home, which is
an important component of work–life balance. Remote employees report a desirable level
of work–life balance (Darouei & Pluut, 2021; Mathis et al., 2023; Olsen et al., 2023;
Pranata et al., 2022; Rathnaweera & Jayathilaka, 2021). Work–life balance on virtual
teams enables employees to achieve equilibrium between work and personal obligations
without undue stress (Bhat et al., 2023; Chu et al., 2022; Duan et al., 2023; Prescott et al.,
2022; Sharma, 2021). The lack of work–life balance on virtual teams indicates a
disproportionate number of hours allotted to professional obligations, leaving little time
for one’s personal endeavors (Allwood et al., 2022; Anzar et al., 2022; Irfan et al., 2023;
Jeong & Lee, 2023; Matsuo et al., 2021). Adequate work–life balance experienced by
virtual teams and increased job satisfaction are associated with one another. Work–life
balance within virtual teams can be maintained by setting boundaries for availability
(Schröder et al., 2021). Psychological detachment from work responsibilities is
necessary, and leaders need to communicate expectations, prioritize shared knowledge,
and promote trust as a crucial factor early in remote team formation (Kozlowski et al.,
2021; Rohwer et al., 2020). Leadership should socialize the new virtual work model and
transition to shared leadership to ensure work–life balance (Kozlowski et al., 2021).
Maintaining a work–life balance within virtual teams could reduce work stress and job
dissatisfaction.
43
Job Satisfaction and Engagement Within Virtual Teams
Continual change and uncertainty in the workplace may cause employers to
prioritize daily operations over employee perceptions of their job functions, managers,
and personal goals; however, many of these factors contribute to job satisfaction affecting
performance. Additionally, increased autonomy among virtual teams positively impacts
organizational performance (Troll et al., 2022; Tudu & Singh, 2022; Wilke et al., 2022).
Flexibility, where work duties are physically performed, increases performance (Kotey &
Sharma, 2019). Effective performance management of virtual teams may include the
following tasks: ensuring employees have the resources and technology needed to
perform their job functions, setting clear goals, one-on-one engagement with employees,
conducting feedback sessions, and having regular meetings for team members to provide
an updated status on their projects or tasks (Saurombe et al., 2022). Job performance is
related to engagement within virtual teams. A reduction in job performance occurs when
there is insufficient managerial engagement with team members (Hernaus et al., 2023).
Virtual team members who regularly interact with their managers are more likely to
contribute positively to the organization’s performance.
Job satisfaction remains at the forefront of employee retention as some employers
grapple with activities and methods to develop strong interpersonal relationships between
management and virtual teams. The coronavirus pandemic forced companies to activate a
remote work model, while others already used a virtual or hybrid model (García-
Salirrosas et al., 2023). Though the utilities and internet costs shift from the employers to
those working from home or remotely, the benefits for some employees include long-
44
term work–life balance, reduced commute time and stress, and improved productivity and
job satisfaction (Bernstein et al., 2023). Employee expectations for remote or hybrid
workplace options have shifted significantly (Flavián et al., 2022). Increased job
satisfaction and effective engagement strategies within virtual teams are associated with
one another. Work–life conflict contributes to employee turnover and job dissatisfaction
(Hassan et al, 2023; Shakoor et al., 2023). As organizations and employees acclimate to
the norm of virtual teams, many realize the advantages of the remote work model, as
remote workers tend to be more engaged and productive.
Summary
Effective engagement strategies for management to increase job satisfaction
within virtual teams are crucial in relation to increased employee retention and
performance. The key variables of this study include job satisfaction, engagement, and
virtual teams. The research indicates that more benefits than challenges exist when
managing job satisfaction, engagement, and virtual teams. Some of the factors that
support the use of virtual teams include improved performance, retention, and work–life
balance; meanwhile, challenges of resolving mistrust and miscommunication may exist.
Additionally, the great resignation term, which refers to a period of time when record
numbers of employees left their jobs, contributed to the rise of virtual teams during the
coronavirus pandemic (Josifidis & Supic, 2023). The pandemic forced employees to
adapt to new work processes and technology, while their employers had to
simultaneously adapt to managing remote teams with less oversight (Baranes & Brown,
2023). Research found that adaptive management skills are needed for effective
45
employee engagement and retention within virtual teams. Effective leadership styles
included transformational, authentic, and servant leadership. In this literature review,
Herzberg’s two-factor motivation-hygiene theory, the conceptual framework for this
study, was shown as instrumental in developing engagement strategies. Effective
leadership, increased motivation, engagement, and job satisfaction are interconnected.
Companies invest in virtual employee engagement activities to increase job satisfaction
and reduce turnover. Additionally, frequent employee turnover may thwart company
performance. With an improved understanding of virtual team engagement, managers
may adopt effective engagement strategies, thereby increasing job satisfaction and
positively affecting employee retention and performance.
Transition
In Section 1, entitled Foundation of the Study, I provided the background of the
problems of employee retention and performance as it relates to job satisfaction and
virtual team engagement. I introduced the specific business problem that some managers
of medium to large companies lack strategies for the engagement of virtual team
members to ensure job satisfaction. Furthermore, I provided the purpose with the nature
of the study, stated the research question and interview questions, and provided
operational definitions to help readers frame the presented research within context.
Additionally, Section 1 included population, sampling, conceptual framework,
operational definitions, assumptions, limitations, and delimitations. The significance of
the study and an exhaustive review of the professional and academic literature followed;
and lastly, Section 1 ended with a summary.
46
In Section 2, I reiterate the study's purpose and present the researcher's and
participants' roles. I describe the research method and design as well as the population
and sampling criteria. Additionally, the following processes will be discussed: ethical
research, data collection instruments, techniques, organization, and analysis. I conclude
Section 2 with the study’s validity. In Section 3, I present the study’s findings,
applications to professional practice, and implications for social change. Furthermore, I
conclude Section 3 with recommendations for action and further research and provide
reflections on the study.
47
Section 2: The Project
Managers need the expertise to motivate team members with varied needs;
therefore, strategies to effectively engage team members are needed to ensure an increase
in employee job satisfaction within virtual teams. In Section 2, the purpose of the study,
the role of the researcher, and the participants are described. The research method and
design, as well as the population and sampling criteria, are presented. Additionally,
processes such as ethical research and data collection as they relate to the instruments,
techniques, organization, and analysis are discussed. Section 2 concludes with the study’s
validity.
Purpose Statement
The purpose of this qualitative, multiple case study was to explore effective
engagement strategies that some managers of medium and large companies use to
increase job satisfaction within virtual teams.
Role of the Researcher
As the researcher in this qualitative multiple case study, I selected organizations
and participants to interview for data collection, analysis, and summarization of the
results (see Viera, 2023). My work experience includes working on management teams
that used the virtual work team model. These virtual teams worked with hundreds of
other virtual teams within and outside of the host company. The proposed respondents
were individuals within my professional network who had managed virtual teams.
The researcher’s role in relation to ethics is to abide by the principles and
guidelines set forth in The Belmont Report, which are to ensure respect for persons,
48
benevolence, and justice (Redman & Caplan, 2021). As a researcher, it was important for
me to avoid my personal interpretation and facilitate epoche while gathering and
summarizing the data. Additionally, to mitigate biases, I used member checking. Member
checking is a method used by researchers to avoid processing data from a personal
perspective and by providing interpretation to respondents for accuracy (Hair et al.,
2023). Furthermore, I used an interview protocol as a procedural guide to include
identical questions presented in the same order to all participants. An interview protocol
is a framework researchers use to conduct interviews while gathering and analyzing data
and to avoid bias (Rubin & Rubin, 2021).
Participants
The eligibility criteria for this multiple case study were that participants have at
least 1 years’ experience managing medium to large companies, operate in the
midwestern region of the United States, and have used effective engagement strategies to
increase job satisfaction within their virtual teams. I used LinkedIn and social media such
as Meta to contact potential respondents within my professional network.
I sought to identify upper-level managers whose firms used virtual teams and
obtained community partnership agreements to conduct interviews with virtual team
managers of these firms. To establish a working relationship, I first established rapport
with the respondents, shared the purpose of the research, and then invited the individuals
to be participants. It is valuable for researchers to build rapport with participants to
establish genuine professional relationships with mutual trust (Bush & Amechi, 2019).
Researchers select participants according to the eligibility criteria and who are most
49
likely to yield effective results (Aghaee-Chaghooshi et al., 2023; Campbell et al., 2020;
Karim & Widén, 2023).
Research Method and Design
Research methods vary in the approach and techniques with which a study may be
conducted. A research design is a comprehensive plan to execute a project.
Research Method
To accommodate the research question in this study, I chose the qualitative
method. Among research methods such as qualitative, quantitative, and mixed, the
qualitative method was beneficial to the exploration of the topic. Qualitative research
includes empirical data within case studies that do not rely solely on numerical input
(Matović & Ovesni, 2023). Qualitative research relies on non-yes-or-no questions and
real-life participant experience that contribute to inductive theory development (Viera,
2023; Zyphur & Pierides, 2020). With qualitative research, it is critical for the researcher
to frame the questions to contribute to the richness and breadth of the study (Wood,
2024). However, the quantitative method involves collecting mostly numerical data to
identify cause-and-effect relationships among variables, which may be presented as
metrics (Stanton et al., 2024). The qualitative method can produce large volumes of data
that are challenging to some researchers; therefore, the quantitative method may be
chosen to mitigate this challenge as it uses mostly numerical data through surveys and
other data collection methods (Brennan & Martyn, 2021). The mixed method is a
combination of the qualitative and quantitative methods. The qualitative research method
adds depth to the mixed method (Hendren et al., 2023). My methodological choice of a
50
qualitative study was more fitting to explore the topic and enable a more robust study.
The quantitative method was not suitable because I was not testing a hypothesis (see
Stanton et al., 2024). Additionally, the mixed method, which includes both qualitative
and quantitative analyses, was not chosen because it requires more research and time, and
the structure of which method should be presented first or be dominant and how they are
related remains fluid (Stoecker & Avila, 2021).
Research Design
Research designs such as phenomenology and case studies are among popular
designs. The phenomenology design includes an understanding of subjective lived
experiences from the participants’ perspectives (Yildirim & Kirici Tekeli , 2022). The
case study design produces in-depth data in a real-life context (Nguyen Ngoc et al.,
2022). The case study design may also be a single or multiple case study (Rossi-
Mastracci, 2024). Among the research designs, I did not choose phenomenology because
the analysis tends to be arduous, as the data gathering, though surmountable, can be
expansive (see Yildirim & Kirici Tekeli , 2022). While single and multiple case studies
are similar in relation to gathering detailed and in-depth data through interviews with
experienced participants to present the real-world content, I chose the multiple case
design for a more robust study. To achieve data saturation, I continued to conduct
interviews, review company websites or archival documents, and perform member
checking until repeated analysis revealed no significant new themes.
51
Population and Sampling
The population for this multiple case qualitative study was five leaders in upper
level management for five medium to large companies, who had used effective
engagement strategies to increase job satisfaction among their virtual teams. Qualitative
research is often concerned with depth rather than breadth of a topic, and there is no
specific number of cases that provide data saturation. In addition to data saturation,
researchers should be guided by their research goals, sampling approach, and participant
criteria (Sarfo et al.,2021). It is better to have a small or appropriate sample size that
reflects expertise and depth that captures the complexity and richness of the data rather
than a larger population sample that produces generalized results (Crick, 2021).
Therefore, a nonprobabilistic and purposive sampling method was used for this study.
Purposive sampling, with an intentional selection of participants in relation to their
qualifications and expertise, provides the most value for the phenomenon being studied
(Almalki, 2021). Moreover, each participant had managed for at least 1 year with
experience in effective engagement strategies to increase job satisfaction within virtual
teams. To ensure data saturation and satisfy the research question, the research and
interview process continued until trends were identified. I continued to interview new
respondents until there were no new themes, which reflected data saturation.
Ethical Research
Ethical research is crucial; therefore, processes were followed to ensure that
research was conducted with integrity and accountability. Ethical research requires an
informed consent form and voluntary participation of research participants (Josephson &
52
Smale, 2021). Each impending participant received an informed consent form requiring
their authorization prior to participation (see Nasr et al., 2023). The informed consent
form included the following sections: the purpose of the consent form, interview
procedures, voluntary nature of the study, risks and benefits of being in the study, privacy
protection of participating companies and participants, and a contact number for any
question about rights of the participants or privacy concerns (Nikidehaghani et al., 2023).
I emailed the informed consent form to the participants. They signaled their approval of
participating by returning the email with the words “I consent.” All participants signed
and returned the partner organization agreements needed for Institutional Review Board
(IRB) approval prior to conducting interviews.
Participation in the research study was voluntary, and participants could withdraw
from the study at any time (Paynter et al., 2022). An email notification to me would have
sufficed for documentation purposes if a participant had wanted to withdraw.
Additionally, a researcher’s role in relation to ethics is to abide by the principles and
guidelines set forth in The Belmont Report, which are to ensure respect for persons,
benevolence, and justice (Redman & Caplan, 2021). To ensure that the ethical protection
of participants was adequate, the principles and guidelines for research involving human
subjects put forth in the Belmont Report were used in relation to participant
confidentiality, anonymity, and safety (see Redman & Caplan, 2021). For anonymity,
participants are referred to in such a manner as Participant 1 or Participant 2, or Company
A and Company B. Documents do not include names or any other identifiable
information related to participants or organizations. Moreover, in relation to
53
confidentiality, it is critical for researchers to protect the confidentiality of participants
and establish trust (Ali et al., 2016; Bush & Amechi, 2019).
Data will be stored in a secure manner for 5 years. I redacted any information that
could be used to identify organizations or participants. All data have been kept secure on
a flash drive with password protection in a nondigital lock box to protect the rights of the
participants. At the end of the 5-year period, all collected data will be destroyed.
Additionally, ethical research is governed by the IRB. The IRB is federally mandated to
oversee research, including human participants, in relation to their rights and protection
(Windsor et al., 2024). Before data collection, IRB approval was needed to contact
participants (Riordan & Riordan, 2009). The Walden IRB approval number for this study
is 11-19-24-1164277.
Data Collection Instruments
As the researcher in this study and the primary data collection instrument, I
conducted semistructured interviews. Semistructured interviews are used as an
exploratory tool to investigate different facets of a research topic (Pirrolas & Ribeiro
Correia, 2023). The data were gathered through archival documents and semistructured
interviews with participants who managed virtual teams, worked for medium to large
companies, and had been successful with engagement strategies to increase job
satisfaction. Archival data came from public and company websites that contributed to
the primary data and depth of study.
I used the interview protocol as a guide while conducting semistructured
interviews (see Appendix B). All interview questions were open-ended to explore the
54
topic while maintaining focus on the primary business research phenomenon. Active
listening is needed to probe with follow-up questions (Chesneau et al., 2022).
The reliability and validity of the data collection were ensured through member
checking. Researchers use member checking to increase reliability and validity during
semistructured interviews (Ritter et al., 2023). The interview protocol for this study
included an explanation of member checking, which was done shortly after the
participant interviews.
Data Collection Technique
In this qualitative multiple case study, the data collection technique consisted of
semistructured interviews and retrieval of archival documents. In relation to archival
documents, I asked each participant if it was possible to share any supporting policies,
procedures, or records, such as team survey results, to provide supporting data pertaining
to job satisfaction and virtual teams, accompanied by my commitment and the IRB’s
strict requirement of data, participant, and company confidentiality. Before scheduling
interviews, I emailed the informed consent form to participants. To proceed, they
responded to my email with the words “I consent.” An interview protocol typically
includes a focus on the primary business research phenomenon, the research and
interview questions, meeting software, participant criteria, and methods for probing and
member checking (Vávrová et al., 2024). I conducted interviews online using Zoom. I
began each interview by introducing myself, followed by my interview questions and
appropriate follow-up questions to probe and gather in-depth information, ending with
wrap-up questions (see Appendix B). Interviews lasted between 30 and 45 minutes.
55
The recordings were solely audio. Audio-only recordings allowed me to
document and validate the interview input while masking the identities of the
interviewees and the company names. Names and personal details of participants and
companies should be concealed by using codes to protect their privacy during the
research process, and data should be stored in a secure location so the identities of the
participants or companies cannot be linked to the study (Cripe & Burleigh, 2022). I
redacted information that could lead a reader to identify an organization or a participant.
Some advantages of semistructured interviews as a data collection technique are
that they provide a structure for the researcher and those involved in the study, in addition
to allowing flexibility to explore the topic for an in-depth understanding. Semistructured
interviews allow researchers to gather more data through open-ended questions while
identifying trending themes (Pratt et al., 2022). However, some disadvantages of
semistructured interviews are that they can become so detailed that the data analysis may
become time-consuming and expensive. Data analysis of open-ended questions may
become time-consuming and expensive due to the exploratory nature of the data
collection technique and transcription costs (Jenkins et al., 2023).
Archival data have advantages as well. Archival data provide multiple categories
of data that have already been collected and are sometimes available to the public.
Consequently, archival data save the researcher time and money (Kessler & Shoss, 2022).
However, there are some disadvantages associated with archival data. Archival data, as a
secondary form of data, may not perfectly align with the research question, and the
researcher does not have control over how such data are collected, which may negatively
56
affect the analysis (Goel, 2023). Additionally, I did not conduct a pilot study in this
study.
Member checking was used for this study. I captured the data provided in
interviews by recording the audio and, later, transcribing the input. The major themes
were highlighted and sent to the participants in writing to have them reviewed for
accuracy. Member checking validates the gathered data's accuracy and ensures the
results' credibility (Liu & Tsasis, 2024).
Data Organization Technique
Analytic memos with research logs were used as the data organization technique.
The analytic memos and research logs included dates, analysis of documents and
interviews, input from ongoing conversations to track data, identification of emerging
themes, and a source of reflection. The research logs also included follow-up tasks. Data
organization techniques included input from interviews and archival documents, which,
when reviewed, may prompt action items or follow-up questions (Irmadariyani et al.,
2024). All collected data have been securely stored and will remain so for 5 years. Any
information that could be used to identify organizations or participants was redacted.
Coding should be applied to data to protect the identity of participants, and the data
should be securely stored (Linsner et al., 2022). The data were password-protected and
stored on a portable drive to protect the rights of the participants. All collected data will
be destroyed at the end of the 5-year period.
57
Data Analysis
The appropriate data analysis process for this qualitative, multiple case research
design will be a thematic method. Thematic analysis is among the methods that identify
reoccurring patterns and meaning within textual data collected through interviews,
documents, or observations and later become categorical data through coding, identifying
emerging themes, interpreting, and reporting (Drašković, 2024).
Braun and Clarke (2006) developed a six-phase process for thematic analysis:
familiarizing yourself with your data, generating initial codes, searching for themes,
reviewing themes, defining and naming themes, and producing the report. After
conducting semistructured interviews with permissible audio recordings and note-taking,
phase 1 was performed as the compiled input was transcribed to familiarize myself with
the data and to capture the details of each interview to produce reputable and bias-free
data. Phase 2 was the generation of initial codes as the data was separated. Coding the
data assists with data reduction as qualitative studies produce large amounts of data.
Coding results are evaluated and interpreted to ensure data integrity (Yang et al., 2021).
Phase 3 included an initial search for themes. Phase 4 was a review of the themes in
relation to the coding. Phase 5 was a deeper analysis of the specific themes.
Methodological triangulation uses various research methods, such as interviews and
documents, that include policies or documents addressing key points for comparison and
in-depth comprehension of the phenomenon (Pentina et al., 2023). Phase 6 produced a
report of findings in relation to the research question.
58
Accordingly, various types of data analysis software can be utilized to assist with
some of the data analysis (Said & Doll, 2021). I used the software program NVivo to
assist with the analysis and interpretation of the data. Nonetheless, interpreting will be the
next step in the analysis in which patterns or themes from the open-ended responses will
be interpreted while considering opposing views. The depth of interviews can be realized
as themes are formed and interpreted (Asah & Louw, 2021). The final step was writing,
developing, and reaching conclusions, in which the results of the research question,
themes, and comparisons were summarized and presented as the final analysis of the
qualitative, multiple case study. This step included summarizing the combined data and
offering explanations (see Bastani et al., 2021). While I analyzed the data, I was attentive
to how key themes developed from the interview data correlate to themes in the literature.
I also compared the input of the participants and the emerging themes with my
conceptual framework of Herzberg’s two-factor theory in relation to job satisfiers and job
dissatisfiers.
Reliability and Validity
Reliability and validity are central principles of effective research. Here are the
key elements of reliability and validity: credibility, transferability, dependability, and
confirmability (McGinley et al., 2021). Reliability and validity are crucial to ensuring the
accuracy of the phenomenon and consistency of the research results.
Reliability
The reliability and validity of the data collection will be ensured through member
checking. Some researchers associated with qualitative case study designs and who
59
conduct interviews use member checking to increase reliability and validity (Ritter et al.,
2023). The interview protocol for this study included an explanation of member
checking, which was done shortly after the participant interviews (see Appendix B). I
ensured research reliability by recording interviews, taking notes, and maintaining
analytic memos. Furthermore, the data analysis process for this qualitative, multiple case
design was methodological triangulation. Methodological triangulation uses various
research methods, such as interviews and documents, that include minutes of meetings,
policies, or documents addressing key points for comparison and in-depth comprehension
of the phenomenon (Pentina et al., 2023).
Dependability
Dependability is associated with the consistency of indicated results. If the study
were repeated using similar data collection methods and participants, the results would be
largely the same (Singh et al., 2021). To ensure dependability, I documented each step of
the research process in the analytic memos and research logs. Additionally, reflexivity
was used to minimize bias. The skill of reflexivity challenges researchers to question
their own beliefs and actions to reduce bias within research (Cairns-Lee et al., 2022).
Validity
The validity of the research relates to the accuracy of the indicated results coupled
with the data collection technique. Validity within research refers to how the data was
gathered and its credibility in relation to the interpretation (Olorunfemi, 2024). Validity is
a contributing factor in establishing the trustworthiness of the study.
60
Credibility
The credibility of the research depends on whether the findings were interpreted
correctly. Opportunities for clarifying statements will be available through a process
called member checking. Member checking is a method used by researchers to avoid
processing data from a personal perspective and by providing interpretation to
respondents for accuracy (Hair et al., 2023). Transcriptions of business leader interviews
were analyzed as part of the case study, accompanied by any contributing data from
company websites.
Transferability
Transferability is also an identifiable criterion of validity. Transferability relates
to the extent to which the research results can be applied to similar contexts (Chuene et
al., 2023). Transferability allows readers to determine if the study can benefit their own
settings based on the topic and details of the study.
Confirmability and Data Saturation
Confirmability is also a factor of validity. Confirmability is related to the data
analysis's coherency and the interpretation's correctness (Haven & Van Grootel, 2019).
Triangulation is a popular method used for confirmability (Abdalla et al., 2018). In
addition to member checking, the data analysis for this research design was
methodological triangulation. Methodological triangulation uses various research
methods, such as interviews and documents, for comparison and in-depth comprehension
of the phenomenon (Pentina et al., 2023).
61
Data saturation is another factor that contributes to the quality of research.
Purposive sampling should be exercised until data saturation is achieved (Toghroli et al.,
2022). To ensure data saturation and to satisfy the research question, the research and
interview process continued until no new themes were identified.
Transition and Summary
Expert management knowledge is needed to motivate virtual team members and
increase job satisfaction. The purpose of this study was to explore strategies that some
managers of medium and large companies use to increase engagement and job
satisfaction within virtual teams. Within my role as the primary researcher, I selected the
participants to interview, analyzed the data, summarized the data, and abided by the
principles and guidelines outlined in The Belmont Report. The eligibility criteria for
participants were that they have at least 1 year’s experience managing medium to large
companies, operate in the midwestern region of the United States, and have used
successful engagement strategies to increase job satisfaction within their virtual teams.
The research method and design were a qualitative, multiple case study to explore
the topic in-depth and to contribute to a more robust study. The population for this study
included five participants who manage medium to large companies, with the intent of
saturating the data. Ethical research is crucial; therefore, processes are followed to ensure
that research is conducted with integrity and accountability.
As the researcher in this study and the primary data collection instrument, I
conducted semistructured interviews using the interview protocol as a guide. The data
collection technique consisted of semistructured interviews and retrieval of archival
62
documents. Analytic memos and research logs were used as the data organization
technique. The data is protected and will be destroyed after a 5-year period.
The data analysis process for this qualitative, multiple case research design
applies a thematic method. Reliability and validity are central principles of effective
research. Reliability and validity are key elements: credibility, transferability,
dependability, and confirmability (McGinley et al., 2021).
In Section 2, entitled The Project, I provided the purpose, the role of the
researcher, and a description of the participant's criteria. I expounded on the research
method, design, population, and sampling. I provided a description of ethical research
and introduced the chosen data collection instrument, technique, and analysis. The
importance of the study’s reliability and validity followed; and lastly, Section 2 ended
with a summary.
In Section 3, I reiterate the study's purpose and present the findings. I introduce
the application to professional practice and implications for change related to this study.
Recommendations for action and further research are made, followed by reflections on
my experience within the DBA Doctoral Study process and the conclusion.
63
Section 3: Application to Professional Practice and Implications for Change
Introduction
The purpose of this qualitative, multiple case study was to explore effective
engagement strategies that some managers of medium and large companies use to
increase job satisfaction within virtual teams. To ensure the confidentiality of participants
and companies in this study, pseudonyms such as P1, P2, P3, P4, and P5 and Companies
A, B, C, D, and E were adopted. Table 2 displays the participants, companies, job titles,
and number of employees in each company.
Table 2
Research Interviews
Participants
Company
Job title
Company size
P1
A
Manager of technology
3,800
P2
B
Vice president of commercial growth and
readiness
2,100
P3
C
Vice president of human resources
400
P4
D
Vice president and general manager of app
media
754
P5
E
Corporate senior director
45,000
Note. This table demonstrates the population sample of research interviews associated
with strategies to increase job satisfaction within virtual teams.
Three themes were identified in this study: continuous communication with
innovative technology, leadership styles for virtual teams, and the online work culture.
The research and analysis aligned with the conceptual framework of Herzberg’s two-
factor theory, as the collected data indicate that elements of intrinsic and extrinsic
motivation remain effective. The outcome of the study indicates that barriers to effective
engagement strategies for management to increase job satisfaction within virtual teams
64
exist; however, continuous communication with innovative technology, an intentional
leadership style, and awareness of barriers can ensure an effective strategy, which may
lead to positive outcomes related to employee retention, performance, and job
satisfaction.
Presentation of the Findings
Here is the research question for this qualitative multiple case study: What
effective engagement strategies do some managers of medium and large companies use to
increase job satisfaction within their virtual teams? Three themes are identified in this
study: continuous communication with innovative technology, leadership styles for
virtual teams, and the online work culture. The three themes emerged through data
gathered in semistructured interviews conducted with five leaders in upper management
of five medium to large companies. Each leader had managed virtual teams for at least 1
year and had used effective engagement strategies to increase job satisfaction among their
virtual teams. With an improved understanding of the themes identified, managers can
increase job satisfaction, which positively affects employee retention and organizational
performance.
Theme 1: Continuous Communication With Innovative Technology
The first and most dominant theme to emerge was continuous communication
with innovative technology. All participants indicated that continuous communication
with innovative technology contributed to the effectiveness of their engagement strategy
in increasing job satisfaction within their virtual teams. Participant 1 noted,
65
One of the things I thought was most effective was having weekly Zoom
meetings, you know, staff meetings. I think really doing those weekly meetings is
very important. Secondly, I think not only doing the staff meetings. We're really
focusing on one-on-ones regularly.
Continuous communication is crucial within virtual teams to foster engagement
and connection. Communication is a key element in establishing and maintaining
effective teams (Bait Kulaib et al., 2024). Participant 2 stated, “I protect the weekly one-
on-ones that I have with my leadership team as like sacred time. These meetings are very
important.” Participant 3 explained,
I think check-ins are really important, and one of the things that happens in an in-
person setting is you walk around; you run into people in the break room; in a
virtual setting that's gone. So, reaching out to people to just say hi, I think, is
really important, and that can be done a couple of ways through Microsoft Teams
or whatever system, Teams, Slack, any of those applications, even just sending a
good morning meme.
Corporations that embrace the remote work model for sustainability and to remain
competitive by employing the most talented and qualified individuals regardless of their
physical location have invested in innovative technology (Rot et al., 2023). The research
results indicate that continuous communication within virtual teams is possible with
innovative technology such as Zoom, Teams, and Slack, which facilitate real-time
communication. Tools such as Teams are included in the Microsoft package and are more
robust in video conferencing (Evans, 2022). Although Slack and Teams have similarities,
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some teams use Slack primarily for conversational threads and impromptu meetings, and
sometimes it takes the place of email (Menzies & Zarb, 2020). Memes are also used in
continuous communication and are content generated. A meme can be a phrase, image,
picture, or video shared online and is reflective of popular culture (Dynel, 2024). With
continuous communication, memes are often humorous and are a fun way to share a
smile or connect with friends or associates online. Social aspects, such as informal
engagement between managers and team members, contribute to increased job
satisfaction within virtual teams (Turnbull, 2024). Furthermore, Participant 4 stated,
I think part of it is built off of trust and communication. We use a lot of like
WhatsApp voice recordings to kind of communicate. You know there's Slack and
e-mail, but I call my team throughout the day, so it's not just about we have
formal meetings.
Communication with various interactions on different communication
applications and building relationships were the most important factors related to
communication among remote teams (Lazauskaite-Zabielske et al., 2024). Continuous
communication among virtual teams is independent of location and time and contributes
to trust and collaboration. Additionally, P5 asserted that regularly planned and
impromptu meetings with internal teams fostered connections among team members, and
meetings with external teams within the company fostered a connection with the
company.
Managers and their virtual teams use both professional and personal tools and
applications to contribute to continuous communication, from solely audio on their
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phones to personal applications like WhatsApp, to robust conference tools like Teams.
Where possible, gone are the days when work consisted of remaining in the office chair
for a dedicated shift. Decreased performance and negative health outcomes are associated
with occupational sitting (Jones et al., 2023). The location of team members or
management does not matter as much as the frequency of communication. Innovative
technology has transformed remote team communication through video conferencing,
instant messaging, and collaboration tools. With innovative technology, virtual teams are
able to continuously communicate with each other quickly and efficiently through video
conferencing, chat, and email (Al Samman & Muttar, 2022). Therefore, continuous
communication with innovative technology contributes to the effectiveness of an
engagement strategy to increase job satisfaction within virtual teams, thereby ensuring
management and team members are connected, engaged, and working towards the same
goals.
Theme 2: Leadership Style for Virtual Teams
The second theme to emerge was leadership styles for virtual teams. In-person
and virtual leadership styles have differences. To ensure the success of engagement
strategies, employee satisfaction, and performance of virtual teams, leaders need to be
intentional in their use of virtual leadership styles. P2 stated,
The net of being able to work remotely as a team outweighs some of the
challenges; that being said, you've got to be thoughtful and intentional and realize
that as a leader, there are certain things that you have to do intentionally.
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Participant 1 (P1) said, “I like to see people every day. I'm more of a social person.”
Initially, P1 seemed uncomfortable with managing virtual teams. However, as P1
experienced virtual, one-on-one meetings with upper management and developed the
desired level of engagement through the virtual connection, P1 became more comfortable
with the work model, which contributed to the effectiveness of P1’s management style.
Participant 1 also gained a deeper understanding of the distinctions between fostering
congeniality through in-person leadership versus virtual leadership.
Encouraging autonomy among team members to make decisions and take
ownership of their work while developing greater trust is needed for remote team
management. P4 stated, “And I think you need to have some trust there, too.” Some
methods of the traditional, in-person management style may not be effective with virtual
teams as the digital economy and remote teams have prompted managers to adapt to
modified leadership styles, which positively affect the outcomes of enterprise workforces
(Wang & Dong, 2024). Skilled leaders in building trust, giving praise, providing
individual feedback, keeping employees informed, helping in times of stress, and creating
a culture where team members feel comfortable providing innovative solutions and
working autonomously with accountability are needed for virtual teams (Mayer et al.,
2023). Though in-person teams may sometimes be exposed to informal company
communication and activities in collocated areas, remote teams depend on managers for
timely updates to remain informed.
Virtual team leadership also needs an awareness that remote work can blur the
lines between work and personal time. Separating work from personal life can be a
69
challenge for remote managers and team members because their computers or devices are
likely open or accessible at all times. However, the remote work model has contributed to
improved work–life balance (Korkmaz et al., 2024). Participant 4 noted, “It's not just a
nine-to-five job.” This company offers unlimited vacation days, especially during
downtime. This is to support work–life balance because their remote teams may work
weekends and nights when needed. In exercising triangulation, I was able to verify this
on the company website and use this as secondary data. Therefore, while a traditional
onsite manager may be accustomed to employees having, for example, a 3-week yearly
vacation allotment, virtual team leadership requires sensitivity to remote work team
differences.
Another distinction with managing virtual teams is additional sensitivity to time
zones when scheduling meetings. Though companies may have their corporate
headquarters located in certain regions, the remote work model allows them access to
locally unavailable talent globally (Chamakiotis et al., 2024). Time zone differences must
be considered to minimize challenges for leaders, employees, and clients when
scheduling meetings, communicating online, and calling. Therefore, the management
style of virtual team leadership requires greater awareness of time zones.
Similarities existed in what participants said about leading virtual teams and in-
person teams. These included a focus on job satisfaction, employee surveys, retention,
and performance. Four participants said they used company employee surveys to measure
job satisfaction and make modifications to contribute to an increase in job satisfaction for
70
their teams. Hence, satisfaction and longevity are important signs that the managers’
leadership styles are effective. Participant 5 said,
That in relation to job satisfaction and retention, 7 years later, the original four
employees that the team began with are still with the team, which has now grown
to 30 team members. So, they are looking at longevity as a sign of job
satisfaction.
Participant 4 said if there are key performance indicators (KPIs) that are off, P4
checks on employee motivation or if a personal issue exists. And, according to
Participant 3, “To measure job satisfaction, I highlight the significance of attention to
changes in work quality, engagement levels, and direct conversations with employees to
gauge their emotional state.” The in-person and virtual leadership styles are similar;
however, they entail some unique differences. The similarities between leading in-person
and virtual teams included a focus on job satisfaction, retention, and performance, with
key indicators coming from employee surveys and key performance indicators. The
differences include increased intentional engagement with team members to build trust,
keep informed, and develop the desired work culture. Additionally, there is decreased
micromanagement and increased awareness of work–life balance, varied time zones, and
adaptability to changing circumstances. Leadership styles affect 70% of team
engagement, and awareness of these similarities and differences can have a positive
effect on managerial engagement strategies (Hickman, 2021).
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Theme 3: Online Work Culture
The online work culture was the third theme that emerged. Participants noted that
some barriers to effective engagement strategies exist; however, there are ways to address
those barriers to ensure an increase in job satisfaction within virtual teams. Three out of
five participants required cameras to be turned on for formal meetings and extra attention
to be given when onboarding new employees. P1 explained that he measured job
satisfaction by observing employees' body language and vocal tones during meetings and
engaging in meaningful conversations about their personal and professional goals. Key
barriers P1 identified included maintaining participation in meetings and managing
multitasking, emphasizing the need for video requirements to encourage interaction. P1
stated,
Because of COVID, people were pretty gung ho about meeting, you know, and
turning on the cameras, but I think after a while, people got tired of it. If you're in
a virtual environment to kind of isolate yourself and still get your job done.
P1 also discussed strategies to overcome barriers, such as establishing clear meeting
etiquette and promoting a culture of open communication and peer support. P1 thought
that fostering personal connections and celebrating team successes enhances job
satisfaction.
Barriers to job satisfaction also include the difficulties new hires face in adapting
to remote work expectations and the comfort level with virtual communication
technologies. Participant 5 addressed these barriers by ensuring clear communication and
training tailored to individual needs while promoting compassion in interactions.
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A well-planned design of the onboarding process for remote teams contributes to
the company’s competitiveness and attractiveness, which is increasingly important
(Franken et al., 2022). P2 stated, “I think onboarding a new employee in a virtual, remote
environment is particularly challenging. And it's such an important process that if you
don't do it right, it could be a huge barrier.” The quality of training provided for virtual
team members is related to employee retention (Depoo & Hermida, 2024). P2 advocated
thoughtful onboarding strategies to mitigate feelings of isolation for new remote hires.
The online work culture does have some challenges, including maintaining
participation and engagement with cameras turned on and onboarding new employees.
Turning on the cameras during online meetings gives insight into nonverbal cues,
encourages participation, and increases engagement (Jayasundara et al., 2022).
Onboarding new employees into a virtual team requires extra attention (Greenhalgh et al.,
2024). With awareness of these unique challenges, leaders can include applicable
solutions within their strategies to ensure job satisfaction for their teams.
In comparing the findings with the conceptual framework, the research and
analysis aligned with the conceptual framework of Herzberg’s two-factor theory, as the
collected data indicate that elements of intrinsic and extrinsic motivation remain
effective. Intrinsic employment-related factors include advancement, achievement, the
work itself, recognition, and responsibility (Herzberg, 1974). Extrinsic motivation factors
include company policy and administration; supervision; working conditions; salary;
personal life; status; interpersonal relationships with subordinates, peers, and supervisors;
and job security (Herzberg, 1974). Comments from all participants stressed that
73
continuous communication with virtual team members about their personal lives and
goals and not just work-related subjects reinforced how Herzberg’s extrinsic factor of
interpersonal relationships applied to their virtual teams. P3 also mentioned that mailing
cards expressing appreciation for their work so their households could see they were
doing an exceptional job was an attempt to build appreciation in the home. This
supported Herzberg’s intrinsic factor of recognition. P3 also mentioned the effectiveness
of handwritten appreciation notes to boost morale and recognition. P4’s leadership
strategies focused on communication, trust, and enhancing work–life balance to maintain
a motivated and engaged team. P5’s engagement strategy focused on retention, growth,
meaningful work, and company policy. Comments from P4 and P5 reinforced Herzberg’s
intrinsic factors of advancement, meaningful work, and responsibility, as well as some
extrinsic factors, including company policy, job security, and personal life. With greater
insight into effective engagement strategies with the input from participants that included
continuous communication and innovative technology, leadership styles for virtual teams,
and the online work culture, managers may adapt to these preferences, which may
increase job satisfaction within their virtual teams.
Applications to Professional Practice
The findings of this study are highly significant for application to professional
practice as they describe effective engagement strategies for managing remote teams.
Research has found that intentional management skills are needed for effective employee
engagement and retention within virtual teams. The findings provide insight into methods
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and technologies that can optimize virtual communication and cultivate a collaborative
work culture despite geographical location.
The results of the research indicate that virtual teams have notable benefits;
however, understanding the challenges and effective strategies can contribute to
increasing job satisfaction. The great resignation term, which refers to a period when
record numbers of employees left their jobs, contributed to the rise of virtual teams
during the coronavirus pandemic (Josifidis & Supic, 2023). The emerging themes in this
study in relation to virtual teams and job satisfaction can be applied to professional
practice, which may lead to positive outcomes for organizations.
Three themes were identified in this study: continuous communication with
innovative technology, leadership styles for virtual teams, and the online work culture.
Continuous communication and innovative technology are fundamental to job
satisfaction within virtual teams. In professional practice, managers can use video, audio,
chat, or instant messaging for quick and easy communication, formal tools like project or
portfolio management software to foster a collaborative culture and track tasks, and
informal applications like WhatsApp to engage virtual team members. By applying
strategies that implement the use of technological tools, virtual teams can improve their
communication and collaboration, ultimately contributing to organizational success.
The second theme of this study relates to leadership style. The leadership style
should be intentional to fit the dynamics and needs of the teams. In applying research
results to professional practice, it would be advantageous for managers to exemplify traits
that develop strong relationships, encourage innovation, and focus on the personal
75
development and well-being of their team members. It would be constructive for leaders
to develop a culture of trust, empathy, and transparency. Furthermore, with virtual teams,
the lines between work and personal time are blurred. Therefore, leadership promotion of
additional days off or another type of compensation contributing to work–life balance
should be embraced.
Maintaining effective leadership styles within virtual teams contributes to the
corporate strategy of sustaining operations for shareholders, stakeholders, and customers
despite disasters and process or system failures. While organizations may not expect a
crisis to occur, having an active contingency plan within existing daily operations can
greatly improve recovery time following a disaster or failure. The inability of a
corporation to recover from an outage in a reasonable time affects consumer and partner
confidence (Roush et al., 2021). In applying to professional practice, leadership should
encourage managers by acknowledging the virtual team advantage in already having
geographical dispersion with the technology and networks in place, thereby reducing the
possibility of a company shutdown during a crisis. By applying these leadership traits
effectively, virtual teams can experience the extrinsic and intrinsic rewards needed to
achieve higher productivity.
In relation to the online work culture, the logistics of team members and time
zones should be considered when scheduling meetings or communicating. In application
to professional practice, managers should allow flexible work hours to accommodate
different time zones and personal obligations. If required, remote teams should turn on
their cameras during formal meetings to develop a desirable online work culture
76
management. Managers can use video conferencing tools to enable online, face-to-face
meetings, enhance the remote experience, and reduce any sense of isolation. In relation to
onboarding new employees, it would be advantageous for managers to organize and
prioritize comprehensive training and for team members to be available if there are
concerns. Managers should offer online training, workshops, and mentorship, and
encourage continuous learning. By integrating these elements into the online work
culture, employees may operate as cohesive and motivated teams. These elements will
have a positive effect on performance; it will ensure team members feel valued and
supported.
Overall, this study provided valuable insights into effective engagement strategies
for management to increase job satisfaction within virtual teams for medium to large
companies. Valuable insights were provided by five leaders in upper level management,
including three vice presidents, one senior director, and one manager, who used effective
engagement strategies to increase job satisfaction among their virtual teams. Applying
this research to business practice may contribute to informed decision-making in relation
to managing virtual teams and job satisfaction, and improved employee retention and
performance with extrinsic and intrinsic motivational elements to foster a positive and
collaborative work culture.
Implications for Social Change
The implications for social change in relation to this study is that by increasing
job satisfaction, work-related stress may be reduced, promoting work–life balance. As
work–life balance and reduced stress are achieved, engaged individuals are less likely to
77
leave their jobs, sustaining their communities with tax-generated revenues. Additionally,
job satisfaction and work–life balance may influence individuals to seek an improved
mental and physical state, contributing to worth and dignity, dissuading misconduct, and
resulting in stronger and safer communities.
Recommendations for Action
Adapting strategies to fit the distinctive needs of virtual teams is crucial to
increasing job satisfaction and ensuring employee retention and organizational
performance. Three themes were identified in this study: continuous communication with
innovative technology, leadership styles for virtual teams, and the online work culture.
Managing virtual teams effectively requires distinct styles of communication, leadership,
and work culture. Here are my recommendations for leadership that manage virtual
teams. First, I would recommend regular communication with a plethora of engaging
applications and collaborative tools to ensure all team members are interpreting
disseminated information identically, moreover, ensuring alignment and addressing any
problems promptly. Within this communication, management can clearly present goals
and expectations. Second, keep the team connected to the company through all-hands
meetings, meetings with other departments, and prompt updates related to company
announcements. Third, embrace autonomous teams and promote trust and work–life
balance. The focus is no longer on the set 8-hour shift in a specific location; the focus is
on the outcomes. Leadership should renew management styles to fit the needs of remote
teams.
78
Fourth, continue to conduct company surveys; however, have the surveys done
more than once a year, maybe twice a year, to ensure employee satisfaction with greater
speed. Management should monitor the progress of action items resulting from survey
results. This will provide gratification and motivate employees to participate in the
surveys. Fifth, ensure teams have all the resources, technology, and training required to
perform their work tasks without restraints. Sixth, continue with icebreakers or team
builders during some meetings to develop a strong team culture, fostering fun and
effective connections.
The results of this study may be disseminated through training and additional
literature. The findings can be presented in a webinar or virtual workshop. The findings
can also be submitted to industry journals for additional publication.
Recommendations for Further Research
Recommendations for further research to improve practice in business would be
to continue to probe to see if there are new benefits or challenges. Three limitations
existed within the study. The first limitation was that it was related to medium and large
businesses; therefore, future research may include small businesses to compare findings.
The second limitation was access to company documents for secondary data. None of my
participants were inclined to share internal company documents; however, statements can
be corroborated by viewing the public information on their company websites. A
recommendation for researchers would be to establish cogent relationships with
participants to mitigate the fear of sharing information. The third constraint was a
potential barrier in recruiting participants for interviews; however, social media or
79
professional networking applications can be used in securing participants. My method of
using a professional networking application was successful.
Reflections
In reflection and relation to the DBA doctoral study process, when growing up
and like many others, we had a modest upbringing as my parents were and still are
missionaries to inner cities. I was anxious to turn 16 years old so I could work. The big
goal in the neighborhood I lived in was to get a job at McDonalds. I did not think about
job satisfaction, and to me, virtual teams were unknown. My goal was to have money. I
got my satisfaction from church. Therefore, since my first job, “I kept my head down,”
followed instructions, and worked diligently to accomplish company objectives. Fast
forward to the coronavirus pandemic, when my work résumé now included working in
information technology (IT) for some of the top ten largest companies in the midwestern
region of the United States. For the first time, I realized what work–life balance was. I
saw how some things in life had just passed me by. Nevertheless, the journey continues.
This doctoral study brought many factors of the continual work–life balance to the
forefront and has contributed to the capacity to view things in their true relations or
relative importance, changing my cognitive paradigm.
Conclusion
Leading in-person and virtual teams entails unique methods in the approach to
effective managerial engagement to increase job satisfaction. Three themes were
identified in this study: continuous communication with innovative technology,
leadership styles for virtual teams, and the online work culture. Continuous and careful
80
communication is needed to create a cohesive work culture and keep virtual team
members engaged. Virtual teams are, or soon become, very comfortable with technology
and digital tools like email, video conferencing, chat applications, and project
management or collaborative online tools. Building relationships requires an intentional
effort to have the weekly meetings, the one-on-ones, and the impromptu touchpoints on
various tools and applications, and in many cases, with consideration to time zones.
Managing performance is not necessarily tracking the start and end time of work shifts as
it is tracking the completion of deliverables to ensure the company objectives are met
while offering more flexibility to encourage a work–life balance. While the core
principles of effective engagement are similar, adapting strategies to fit the distinctive
needs of virtual teams is crucial to increasing job satisfaction and ensuring employee
retention and organizational performance.
81
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