Belonging in Women Research Study

Employee Engagement for Women in the Workplace: A Qualitative Study of Employee

Turnover

Shade’ Valiska Coleman

Trinity Washington University

I have adhered to the university policy regarding academic honesty in completing this

assignment

Submitted to Dr. Kelley Wood on behalf of the faculty of the School of Business and Graduate

Studies in partial fulfillment of the degree requirements for the Master’s in Administration in

Human Resource Management

Spring 2015

BELONGING, ENGAGEMENT, AND VOLUNTARY TURNOVER 2

Abstract

Many women in the workplace are constantly overlooked and underpaid. This often leads to

some women experiencing a lesser sense of belonging and engagement in their organizations.

This results in lost resources and knowledge for the organization and lost opportunities for the

women. The focus of this study is women’s perceptions of belonging and the relationship

between voluntary turnover and employee engagement in the federal government. This research

will be conducted using an online applicant search that will recruit candidates for face-to-face

interviews. Women will participate in the interviews and information will be gathered regarding

their perception of belonging based on engagement in the workplace and how that impacts their

decisions to leave. This research investigates the perceptions of belonging in women and

employee engagement, which might help future employers address voluntary turnover among

women employees. This research might also determine a toolkit for addressing belonging issues

in the organizational culture as a whole. This qualitative study will increase awareness on the

importance of women and employee engagement in the workplace.

Keywords: Women, belonging, Federal Government, group projects, common goal,

women, employee engagement, turnover, belonging.


Table of Contents

Page

Introduction ..................................................................................................................................... 5

Statement of the Problem .................................................................................................... 6

Purpose of the Study ............................................................................................................ 6

Significance of Study .......................................................................................................... 6

Theoretical Perspective ....................................................................................................... 7

Definition of Key Terms ..................................................................................................... 8

Research Method ................................................................................................................. 8

Assumptions and Limitations .............................................................................................. 9

Summary ............................................................................................................................ 10

Literature Review .......................................................................................................................... 11

Employee Engagement ...................................................................................................... 11

Voluntary Employee Turnover .......................................................................................... 13

Needs Theories .................................................................................................................. 15

Maslow’s Hierarchy of Needs ........................................................................................... 16

McClelland’s Needs Theory .............................................................................................. 17

Theoretical Construct ........................................................................................................ 18

Summary ............................................................................................................................ 22

Research Methods ......................................................................................................................... 23

Research Questions ........................................................................................................... 23

Setting ................................................................................................................................ 24

Population .......................................................................................................................... 24

Ethical Considerations ....................................................................................................... 25

Research Design ................................................................................................................ 26

Interview Instrument ......................................................................................................... 27

Data Analysis Strategy ...................................................................................................... 28

Summary ............................................................................................................................ 29

Findings ......................................................................................................................................... 31

Participants ........................................................................................................................ 31

Data Analysis and Coding ................................................................................................. 32


Summary ............................................................................................................................ 39

Discussion ...................................................................................................................................... 40

Research Questions ........................................................................................................... 40

Conclusions ....................................................................................................................... 45

Recommendations and Implications .................................................................................. 47

Summary ............................................................................................................................ 48

References ..................................................................................................................................... 51

Appendices .................................................................................................................................... 53

Appendix A: Recruitment Materials ................................................................................. 53

Appendix B: Informed Consent Document ....................................................................... 54

Appendix C: Interview Questionnaire ............................................................................... 55

List of Tables

Page

Table 1. Motivation styles of McClelland’s Needs theory. ........................................................... 19

Table 2. Structural Coding ............................................................................................................ 33

Table 3. Focus Coding ................................................................................................................... 35

List of Figures

Page

Figure 1. Theoretical construct of employee engagement and McClelland's Need's Theory as a

cycle ............................................................................................................................................... 22

Figure 2. Resulting Theory ........................................................................................................... 45


Introduction

Employee engagement has been widely researched in history to determine its effect on

employee turnover. Employee engagement is a fairly new topic of research in today’s working

world. Employers are beginning to invest more in their employees to decrees turnover and create

a more effective company culture. McBain (2006) wrote “employee engagement is a useful

recent concept in human resources management: it is a composite construct that describes inter

alia employees’ commitment, job satisfaction and involvement.” (p. 21). McBain (2006) also

wrote that

The employee engagement concept reflects change in the organizational context,

and the mutual expectations of employees and employers in the ‘psychological

contract’ mirror changing patterns of motivation: many individuals are seeking

greater personal fulfillment in their working lives and are not solely motivated by

financial rewards (p. 21).

In the past years the percentage of women has increased in the workplace. According to

the US. Department of Labor, women have increased from 46.3 % in 1975 to 57.7% in 2012

(U.S. Department of Labor, 2014). This number indicates that with women making up about half

of today’s workforce, if turnover occurred it would affect the organization significantly.

Employee engagement has been researched in conjunction with employee turnover in

organizations. Research has shown that there is a correlation between increasing employee

engagement as a deterrent to employee turnover, however no research has related employee

engagement to belong; more specifically in women. McClure and Brown (2008) state “given the

need for workers to work smart, to maximize efficiency, and to be retained within an employer’s

workforce, it is important to understand the aspects of the work experience to make it

meaningful” (p. 3). McClure and Brown (2008) investigated the phenomenological impact of

how a human’s feelings at work can differ and how employee belonging was expressed in the


organizations. They focused solely on the phenomenon of belonging and how ones feelings can

affect their job performance.

Statement of the Problem

Women make up half of the work force today, yet little research has been done to

understand how their experiences effect their decision to leave organizations. Substantial

research has been conducted on belonging in both the private and public sector however, very

little research can be found specific to women. Using McClelland’s needs theory (1961) this

research will look at belonging for women under the need for affiliation in the workplace and

how culture can affect the employees reasoning to leave their organizations. This study will also

focus on the impact of personal experiences in the workplace, which could lead to turnover.

Purpose of the Study

The purpose of this study is to use semi structured face-to-face interviews of women to

determine how their personal experiences in culture. These interviews will consist of open-ended

questions, designed to get to real life experiences of female employees in their organizational

culture. This research will look at how women view their organizational culture and whether it

has a positive or negative effect on their need to look for new employment. This study will also

provide a tool for organizations to view how personal relationships affect turnover.

Significance of Study

This study will provide insight into how organizations can prevent employee turnover

and increase employee engagement for their female employees. Organizational leaders and

human resources Managers will be able to use this study as a tool to effectively provide and

improve work place experience and culture scenarios. It may also be used for a mediating tool to

effectively consider how women view their organization and their fellow employee interacting.


Theoretical Perspective

McClelland’s trichotomy of needs (or) needs theory will be the dominant perspective of

this research study. Research has shown McClelland’s needs theory in relation to individual

feelings in the workplace. Royle & Hall (2012) conducted a study using McClelland’s needs

theory to look at the relationship between individual feeling and accountability in the

organization. Royle & Hall describes McClelland’s needs theory as “the theory of (learned)

needs is one of the most ubiquitous and pragmatic in personality and organizational scholarship”

(2012. p. 21). McClelland’s needs theory is also used to understand job satisfaction and how

employees are motivated in the workplace.

McClelland’s needs theory states that individuals are motivated based on three needs:

power, affiliation, and achievement. Under his theory a person can be higher in one need then

another (Braden, 2000). The need for achievement relates to the drive one has to succeed. Braden

(2000) describes that in needs theory high achievers “seek personal responsibility for finding

solutions to problems, need rapid feedback on their performance, and like to control their own

success” (p. 1) She describes the individuals that a high need for power are not power stuck but

rather they understand how to use power effectively to get things done (Braden, 2000). Lastly,

she describes individuals who are driven by affiliation wanting to be liked and easily accepted,

prefer cooperation over confrontation, and they strive for a relationship of understanding and

effective communication (Braden, 2000). This study will focus on the need for affiliation,

specifically belonging and organizational culture under this aspect of McClelland’s needs theory.


Definition of Key Terms

Employee Turnover is the rotation of workers around the labor market; between firms,

jobs, and occupations; and between the states of employment and unemployment (Abbasi &

Hollman, 2000).

Employee Engagement is a composite construct that describes an employee’s

commitment, job satisfaction, and involvement (McBain, 2006).

Voluntary Turnover is an employee’s choice to leave their employer based on

undesirable working conditions or lack of job satisfaction (Hellman, 1997).

McClelland’s Need’s Theory is a theory developed by David McClelland that describes

employees in the workplace as being motivated by three needs. The need for power, affiliation,

and achievement (Royle & Hall, 2012).

• Need for power is described as the individuals that a high need for power are not

power stuck but rather they understand how to use power effectively to get things

done (Braden, 2000).

• Need for achievement is seeking personal responsibility for finding solutions to

problems, need rapid feedback on their performance, and like to control their own

success (Braden, 2000).

• Need for affiliation is a wanting to be liked and easily accepted, prefer cooperation

over confrontation, and they strive for a relationship of understanding and effective

communication (Braden, 2000).

Research Method

The research method that will be used is a qualitative research method, or qualitative

inquiry, described by Creswell (2014) as a broad explanation for behaviors and attitudes, and it

may be complete with variables, constructs, and hypotheses (p. 64). Qualitative research is also


made up of theoretical lenses or perspectives that provide a view of from various points and

perspectives in certain groups (Creswell, 2014, p. 64).

Qualitative research is made up of multiple accounts of one event, often called

Interpretive Research “assumes that research is socially constructed and not found” (Merriam,

2009, p. 8). Qualitative research is defined by Merriam (2009) in four most common

characteristics: focus and understanding, researcher the primary instrument, the inductive

process, and the rich description (pp. 14-16). The focus and understanding characteristic

specifically discusses “understanding how people make sense of their lives delineate the process

of meaning-making, and describing how people interpret what they experience (Merriam, 2009,

p. 15). The researcher as primary instrument focuses on the researcher being responsible for the

data collection and analysis of information. The researcher must also be mindful of addressing

biases and shortcomings in their research that may present themselves and keep an eye on their

existence to ensure that the data is not tainted (Merriam, 2009, p. 15). The third characteristic of

qualitative research is the inductive process where researches begin to develop new knowledge

of gaps in current research by building hypothesis and gathering new data (Merriam, 2009, p.

15). The final characteristic is the product of the research. All the notes and information gathered

and used to describe the new knowledge gained on the topic (Merriam, 2009, p. 16).

Assumptions and Limitations

This study intends to prove that there is a correlation between belonging employee

engagement and turnover in women based on their experiences in the organizational culture. This

research however this study will only use a sample of the population and does not show any

relationship to the overall population. The scope of this study will not touch on other factors that


could relate to turnover such as salary, compensation, and benefits. This research only intends to

focus on organization culture and personal experiences.

Summary

Qualitative research is a recognized research method and is appropriate for conducting

this research. The problem in this research to address belonging in women looks at the behavior

and personal experiences of women and how their personal experiences affect their need to seek

better employment. The purpose of this research is to provide a tool for employers to look at how

their organization culture can play a big role in their retention of female employees.


Literature Review

In the work life of an employee there are many factors that affect the tenure at their

organization. Family, finances, culture and the engagement with the company are all factors that

can be contributed to the employee’s happiness. Although there are many factors that may play

into employee turnover, such as tenure, age, and performance, employee engagement is the top

priority of most organizations. For employers, keeping their employees engaged in their goals

and the company’s mission can be critical to their success. If an employee does not feel a part of

the organization this will cause a hardship for the company and the employee. Voluntary

employee turnover and employee engagement are two key factors that will be discussed in this

paper to determine if increased employee engagement can decrease employee turnover.

Employee Engagement

Employee engagement has become an important aspect of organizational “productivity,

efficiency, and quality” (Janjhua & Dubey, 2011, p. 76). Keeping employees motivated and

passionate about the work can decrease turnover in many organizations. Employees receive the

benefit of working in an organization, which values keeping them involved, and the organization

flourishes with success. In the search for talent by employers, having an engaged culture could

lure the top candidates. According to Janjhua and Dubey (2011) “every individual has their

feelings, knowledge, skills, perception, and attitude” (p. 75). When organizations provide their

employees with a job that has variety, challenges, and a sense of reward they effectively increase

workplace motivation and behavior. However, if the job is boring, does not motivate, is less

challenging, and less rewarding it can cause workplace behavior, employee engagement, and

performance to decrease. Employee engagement has many definitions, as Mone and London

(2010), “employee engagement is defined as a condition of an employee who feels involved,


committed, passionate, empowered, and demonstrates those feelings in their work behavior” (as

cited by Janjhhua & Dubey, 2011, p. 75) MacLeod and Clarke (2011) counter there is no set

definition for employee engagement because it encompasses so many characteristics depending

on the circumstance.

Substantial research has been conducted on employee engagement to show its importance

in the workplace. In the study conducted by Janjhua and Dubey (2011) discussed the importance

of employee engagement as a means of organizational quality and success. In their research, they

wanted to determine if employee engagement would change based on demographics, whether job

characteristics and engagement were positively related, and if perceived support from upper

management had a positive effect on engagement. In this particular study 149 employees were

given a semi-structured questionnaire that looked at those such things. They concluded that job

characteristics do contribute to employee engagement. Specifically stating, “if there is a feeling

among the employees that their jobs provide variety, independence, identity and proper

feedback, the employees get more absorbed and engaged in their work” (Janjhua & Dubey,

2011).

Quality, value, and interest in the duties of the job create a type of emotional fulfillment

for the employees in an organization. They also concluded in the study that perceived upper

management support did have a significantly positive effect on employee engagement (Janjhua &

Dubey, 2011). When employees feel they are part of a supportive environment they are more

involved with their work performance goals. When employees value what they do at their job

they feel a more satisfied state and in turn will remain employed (Janjhua & Dubey, 2011).

When employees feel they are part of a supportive environment they are more involved with


their work performance goals. When employees value what they do at their job they feel a more

satisfied state and in turn will remain employed in the organization.

Mishra, Mishra, and Boynton (2014) chose to interview six top executives of various

organizations. There were five women and one man who participated in the interview. Mishra et

al. (2014) investigated the internal communication role of public relations professionals and how

they viewed employee engagement. They concluded in their study that all executives viewed

employee engagement as an important part of organizational communication. The study also

concluded that three out of the five executives ranked employee engagement as a top priority of

their job. This study illustrates that employee engagement is important in the upper management

level for internal communication within the organization.

McBain (2006) explored employee engagement as a concept. His study researched the

origin of employee engagement and concluded, “it lies within research in to the extent to which

people employ, or leave out their personal selves when performing work roles” (McBain, 2006,

p. 22). McBain (2006) states, “although pay and benefits are important but employee

engagement is the investment of continuous effort to develop and maintain an enriched work

experience” (p. 28). His study revealed that “line managers” and executives play a big part of

developing employee engagement (McBain, 2006).

Voluntary Employee Turnover

Employee turnover is an issue that plagues many organizations. Ramlall (2004) and Fitz-

enz (1997) indicate the average company loses approximately $1 million with every 10 managers

and professional employees who leave the organization. When employees decide to leave from

their organization this is called voluntary turnover. Hellman (1997) found research that voluntary

turn over as detrimental to an organization, specifically if it is a desired employee. Job


satisfaction, employee, engagement and the organization itself all play a role in turnover

however employee engagement is more significant in a sense that if employees feel like they are

contributing to the greater of the organization they are more likely to remain.

When an employee decides that they are going to leave their organization, it comes with

much thought and preparation. They consider the cost and benefit associated with leaving their

job (Hellman, 1997). Employee engagement is a major part of why an employee will leave an

organization. Often combined with employee job satisfaction, employee engagement fulfills the

need to belong. When employees don’t feel "included" in their organization or if they feel like an

outcast it will eventually create an environment in which they will be uncomfortable and

eventually leave.

Glebbeek and Bax (2004), determined to prove if the model of optimal turnover is correct

and that the overall relationship between employee turnover is inverted –U-shape. The

theoretical framework is based on the optimal turnover model that is used to infer the

consequences of turnover as functional or dysfunctional. The research method used took data

from a temp agency based throughout the Netherlands to measure the turnover, performance,

time lag, and casualty in the office using a formula dividing leave by the average of workers

during the same during the same year. The controlled variables were region, age, and

absenteeism. Their research concluded that employee turnover might damage a firm; however,

there are other variables that have a stronger effect based on the specific type of firm and their

duties. This research may have been effective as illustrated with the data given but to recreate

the exact data to mimic the results in today’s working world would be virtually impossible

(Glebbeek & Bax, 2004, p. 279).


Abbasi & Hollman (2000), took an in depth look at employee turnover as a whole. They

discuss various ways that turnover can negatively affect an organization as well as reasons why

turnovers happen. For example, in the text it states that in order to adapt to a more technological

workforce, managers must rethink traditional methods of staffing. In order to avoid the looming

fear of employee turnover, managers and organizations must focus on new hiring strategies and

influencing current employees to perform. They also give ways to avoid turnover by creating

new hiring strategies, training managers on new leadership styles, ensuring that the right

employees are hired, and providing employees with recognition for a job well done. Companies

such as Google and Amazon are victims of high turnover, with employees lasting no longer than

a year.

Abbasi & Hollman (2000) convey that it is the organizations job to invest in their

employees. Focusing on managers training will ultimately increase the level of training given to

their new hires, which in turn may increase employee retention and new hires feeling like they

are getting the best. Specifically looking at new hiring practices, increasing the hiring of the

“right” employee can decrease the turnover rate as well. Placing employees that fit specific

positions or have a specific skillset needed for a position can increase the employees want to

contribute at the highest level. For example, when hiring for a security officer for a government

contract, a person with military training may be chosen over someone without due to the military

skill set that they possess. Their experience and skill set would cater more to the position.

Needs Theories

Historically, many researchers have conducted studies to find the best theory to describe

and effective method of employee motivation. Ramlall (2004) provides a synthesis on employee

motivational theories and offers input on how they affect employee engagement. Ramlall (2004)


asserts that the needs theory, equity theory, expectancy theory and the job design model all have

significance in employee motivation. Maslow's hierarchy of needs theory was also discussed in

the history of employee engagement. According to Ramlall (2004) Maslow theorized that there

are at least five sets of goals, which can be referred to as the basic needs and they are

physiological, safety, love, self-esteem, and self-actualization. These goals are listed in the order

of importance to an employee in the work place. Ramlall (2004) also discusses McClelland's

needs theory that some people have the compelling drive to succeed and are striving for personal

achievement within their organization. The equity theory states that an employee is concerned

with rewards and the relationship of the amount of rewards based on their qualifications

(Ramlall, 2004). Although these theories do play a part in possible reasons why turnover may

happen due to the lack of employee engagement McClelland’s needs theory is best suited for this

research.

Maslow’s Hierarchy of Needs

Maslow’s hierarchy of needs theory would not fit for this research because his theory

states that employees need to reach each level in completion of that specific need to progress to

the next. It also would not fit into this research because it was not originally developed for the

workplace. Originally Maslow’s hierarchy of needs theory was created for each individual in any

circumstance. It is typically applied to the workplace due to employee’s person and workplace

needs intertwining. However according to the research conducted by (Ramlall, 2004) the level of

the need and the type of need for each employee may vary. For example, a lower level employee

may feel the need to belong in the workplace, which would place the social need at the bottom of

the hierarchy making it extremely important to that individual; whereas an executive employee

may have salary as the main need which would put safety at the bottom of their hierarchy to be


fulfilled. It all depends on which need them employee is driven by for success. This indicates

that at any specific moment an employee could reach any level of the needs assessment without

going through each equally. Maslow also classifies steady employment, healthcare, and benefits

all under the security need, but in today’s modern workplace the need for security is a top

priority. It is such a priority that employers are offering to pay 50-90% of healthcare and match

employee contribution to 401K retirement plans to keep and obtain employees.

McClelland’s Needs Theory

McClelland’s hierarchy of needs theory best fits for today’s modern work force. The

theory is based on the need for achievement (n-ach), affiliation (n-affil) and power (n-pow).

Ramlall (2004) states that under McClelland’s hierarchy of needs theory people have the desire

to do something better or more efficiently than it has already been done. In today’s modern work

place it is apparent of the need for achievement with the push on education in the workplace or

the increased push for mandatory training. For example, in today’s society the phrase “it’s not

what you know, it’s who you know” explains McClelland’s concept of the need for affiliation. It

is also possible for people to possess more than one of these characteristics at a time. He also

believed that people expressed a bias to a specific need or needs, which in turn affected the way

an employee performs their work in the work place.

If managers can find out what drives their employees, they can find ways to keep them

engaged in their work and organization. By using McClelland’s hierarchy of needs theory, the

question will be answered: Is belonging different for women and men in the workplace?

Managers can use many incentives and training tools do determine which learning style their

employees fall in. Teambuilding and workgroups are a great way to determine which employees

would fit as well. Based on McClelland’s hierarchy of needs theory an individual must have a


dominant need however that opens up a gap in the research. This research also intends to look at

if a person can possess more than one dominant need. For Example, is an executive of a global

firm motivated by achievement and power? Both different needs but the scenario is very

possible.

There are also gaps in the research regarding gender. Throughout our history it has been

proven that men and women have numerous equalities in the workplace. From salary to benefits

it is clear. However, in this research gender s never mentioned. No research used looks at

belonging in women and men and what motivated them. In McClelland’s hierarchy of needs

theory in particular which is used for this research, nothing specifically relates to gender.

Specifically regarding affiliation, are belonging needs for women in the workplace different? Is

each gender driven by the need to belong in the workplace at all?

Theoretical Construct

This qualitative research study is based on McClelland’s hierarchy of needs theory,

which states that employees fall into one of three motivational types: power, affiliation, and

achievement (Chapman, 2009). If managers can find out what drives their employees, they can

find ways to keep them engaged in their work and organization. By using McClelland’s theory,

research will be conducted to illustrate that knowing your employee’s motivational style within

your organization can reduce voluntary turnover (Table 1). Managers can use many incentives

and training tools do determine which learning style their employees fall in. Teambuilding and

workgroups are a great way to determine which employees would fit as well.

The motivation styles are described further in detail below:


Table 1. Motivation styles of McClelland’s needs theory.

Dominant Motivator

Description

Achievement Has a strong need to set and accomplish challenging goals. Takes calculated risks to accomplish their goals. Likes to receive regular feedback on their progress and achievements. Often likes to work alone.

Affiliation Wants to belong to the group. Wants to be liked, and will often go along with whatever the rest of the group wants to do. Favors collaboration over competition. Doesn't like high risk or uncertainty.

Power Wants to control and influence others. Likes to win arguments. Enjoys competition and winning. Enjoys status and recognition.

Source: McClelland's Human Motivation Theory: Discovering What Drives Your Team

(McClelland’s Human Motivation Theory, 2012).

This qualitative study will use the motivation style of affiliation and the wanting to

belong to a group or social entity as a way to analyze its effect on organizational culture. The

culture in an organization or even department can often make an employee feel uncomfortable

and uneasy. For example, a newly hired teacher without support may begin to feel overwhelmed

in a new classroom without the help of a mentor of fellow staff report. Within an organization,

support should be a key function for their culture. Working in a supportive environment can

create a positive culture for all employees from management to administrative staff.

Cockshaw, Shochet, and Obst, (2014) conducted a study of 221 working adults to

measure depression and belongingness, measuring each person at two points in a three month

period and found a significantly strong connection between the two. They concluded that when


belongingness in the workplace is decreased, the level of depression symptoms would increase

(Cockshaw et al., 2014).

The working theory of this study used McClelland’s affiliation motivation, which is the

source of the need to belong and applies it to women and the organizational culture to determine

if it effects employee turnover. Interviews will be conducted to evaluate the effects of an

employee’s personal experiences on whether they feel a part of the organization as a whole. This

interaction can be positive or negative. Using the semi structured interview questions;

participants will be asked a series of questions to get to the personal experiences in the

workplace.

This study will look at the phenomena of belonging in women. Although this is a fairly

new phenomenon it has been studied in recent years. Shah, Nadeemullah, and Zia (2013)

conducted a study on women in Pakistan. This study focused on gender gaps and inequalities in

the workforce and how women functioned in work as well as poverty. Shah et al. (2013) discuss

the disadvantages of women in the workplace in Pakistan and how although women have been a

significant part of the working world for many years, their contribution goes unacknowledged

(Shah et al., 2013). The process below describes how an organizational culture can effect an

employee’s sense of belonging, which can increase the need to leave.

The phenomena of belonging will also be analyzed in relation to organizational culture,

workplace experiences in the culture, employee engagement from those experiences, and how

they affect the voluntary turnover of that employee. Employee engagement has been linked to

depression and poor job satisfaction in several studies conducted by Hellman (2009),

Cockshawet al., (2014), Yin-Fah, Foon, Chee-Leong, and Osman (2010), and Janjhua & Dubey

(2011). These studied combined the relationship between employee engagement and intent to


leave, however gender was never specified as it will be in this study. The chart below shows the

theoretical construct as a process where each part effects the other reach the end result of a

female employee wanting to leave or remain.

Organizational culture – The work environment where employees experience the most

interactions with their co-workers on a day-to-day basis. Structure, chain of command, and the

nature of tasks are all part of the organizational culture (McClure & Brown, 2008).

Personal experience. – Human interaction based on experience, on understanding of

experience and in examining how people make meaning of those experiences all formulate a

view on the workplace (McClure & Brown, 2008).

Employee engagement – Lavigna (2011) defines employee engagement as a heightened

connection to work, the organization, the mission, or the co-workers (p. 52). Rallying the

employees into feelings of support by the organization as a whole. Employees feel like they

matter in the organization.

Belonging – Cockshaw et al. (2014) defines belonging as an individual’s perception of

rational values in the eyes of others. A persons need to feel a part of a group or network.

Decision to leave – Also known as voluntary turnover is when an employee decides to

leave their current position based on the present environment or issues. Abbassi & Holman

(2000) define voluntary turnover as a rotation of workers around the labor market (p. 333).


Figure 1.Theoretical construct of employee engagement and McClelland's needs theory as a

cycle

Summary

Belonging as a whole can play an issue in any relationship. Feeling like you are socially

connected to like individuals in a positive way can create a long lasting work and personal

relationship. When the effects are negative however, they have been linked to depression in both

the work and home life. Affiliation is a need described by McClelland and can be seen in any

role in an organization. Wanting to belong to a group or department that you work with or an

organization that you work in, can lead to the success when that relationship. Companies see

skyrockets in sales and work performance when the organizational culture is positive.

Organizational Culture

Personal Experience

Employee Engagement

Belonging

Employee Decides to

Leave Organization


Research Methods

According to McClelland’s needs theory people in the workplace are achievement,

power, or affiliation motivated. This research will focus on the belonging aspect of affiliation in

women. How can a sense of belonging decrease voluntary turnover? When looking at research

conducted under McClelland’s needs theory, there was little research conducted regarding the

aspect of belonging in women. According to McClure & Brown (2008), the way people

experience work and how these experiences become meaningful in their lives is very important.

Positive relationships and camaraderie in a workplace can be very rewarding for employees. It

creates a sense of community within the organization. This research will be conducted from a

social constructivist point of view and a qualitative methods stance to investigate the issues of

women’s needs and engagement in the workplace, and their decisions to voluntarily turnover.

Research Questions

In this research, this study will review the importance of belonging in the workplace for

women. Researching this phenomenology of everyday activities, this researcher will answer the

two research questions:

Research question one (RQ1): Does a women’s experience in belonging within her

organization affect her view on leaving?

This question sets to evaluate whether women’s personal experiences play a positive or

negative role in their want to leave. According to research by Cockshaw et al., (2014) when

belonging decreases in the work place depression can set in for that person.

Research question two (RQ2): Does belonging play a role in employee engagement and

turnover?


This research question intends to evaluate if there is an affect from the lack of belonging

in an organization. McClure and Brown (2008) interviewed participants based on their personal

experiences at work to determine if belonging was a factor in job performance.

Research question three (RQ3): By increasing the sense of belonging in women, can an

organization improve their turnover rate?

This research question intends to evaluate the importance of organizational employee

engagement. Looking at how the organizational culture makes an investment in women and

making them feel like a part of their mission.

Setting

The recruitment for this study will be conducted on LinkedIn. I will post an interest

comment in the SHRM group. This method of recruitment will be the best method because it will

give a mix of participants in the DC area. It will reach a vast number of HR professionals in

various positions in the public and private sector. In the study interest post there will be a link to

a Google Doc consent form for the participant to sign. Once consent is given I will then contact

each participant to set up a meeting for the interview at a library area. See the recruitment

posting I will use in Appendix A.

Population

The population for this research will be chosen from the SHRM LinkedIn group.

Established mid-level employees who work in teams and have some managing duties but are not

managers will be the potential respondents. These respondents will be used to also show the

value of belonging in the workplace for women in mid-level positions. I will also use

respondents who are entry-level employees and have only worked in the company between 10-


12 months to show the sense of belonging and gain knowledge of teamwork or belonging

experiences in the organizational job structure.

This research will also recruit for respondents who work in support staffing such as mail

clerks or receptionists to gather their data to determine their view on belonging. Do they feel like

they belong? In most work places support staff are seen as less than in major corporate

companies. It is important to choose various departments to get a variation of information for the

description of belonging. Respondents will also need to complete a form agreeing to participate

in the study due to human participants being necessary.

The population for this study will be women between the ages of 22 and 60. These

women will be in various departments, from supervisory to mid-level management positions in

the federal government. Executives will be excluded from this study due to the slow voluntary

turnover rate. In the previous study conducted by Mishra et al., (2014) the participants of the

study were in executive positions to determine their views on employee engagement, however,

that is limited to positions, which facilitate employee engagement. In this study I will use the

population in mid-level and below to understand what belonging means to them. I will interview

five respondents to reduce saturation in the participant pool (Merriam, 2009).

Ethical Considerations

Participants in this study will be given the informed consent form before being contacted

to participate in the research. Participation in this study is voluntary and there is no personal or

financial gain by participating other tan gaining knowledge for research. No personal

information will be used for this study. Each participant understands that they have the right to

contact the university if they feel that their rights were violated at any time during this study.

This information is also listed in the Consent form (Appendix B).


All participants will be addressed by pseudonyms in the research and with any direct

quotes. All personal information will be locked away and only be accessed by the researcher and

the supervisor. They must sign the consent form indicating that they are a willing participant in

the study and have not been coerced to participate for any financial gain. There is no physical

risk in this study and however possible mental/emotional risks may occur. While discussing the

interview topic participants may feel anxious, sad, depressed, or angry and will be given the

options to skip questions should they experience these risks.

Research Design

The research strategy chosen is on that follows the research conducted by Mishra et al.,

(2014). This research will also conduct interviews with each participant, however participants in

this study will be from a broader spectrum of the organization. Each participant will sign an

informed consent form on Google docs shown below (Appendix B) before they can be

considered for the study.

Once a participant expresses interest in the study, they will immediately be contacted via

email with the consent form. The consent form will require each participant to read and

acknowledge their rights during the study and they must provide their full name and contact

number to submit the form and be contacted for the interview.

I will then contact each participant to set up a specific interview time at either a library or

a quiet area where the interview can be where participants can feel free to share their personal

experiences. A follow up reminder will be placed when the interview date gets closer to remind

the participant of the interview as well.

Participants will be asked the interview questions and will be recorded via a recorder and

transcribed later into a paper format. During the interview, I will observe the participant’s body


language, non-verbal gestures, and demeanor to determine if certain questions make the

participants feel uncomfortable or cause a nervous reaction. I will also listen for tone changes or

signs of emotion about the questions or scenarios being discussed in the interviews as well.

Once the interview is complete I will ask the participants if they have anything further they

would like to add; if not I will thank them for the opportunity to interview them and for sharing

their experiences with me.

Interview Instrument

The interview questions will be asked each participant. These questions range from a

typical workday to a favorite group pastime. These questions attempt to engage the participant in

a way, which allows them to consider their responses and to use examples. The questions were

developed based on the need to know about the participant’s personal experiences in the

workplace. From the typical workday to a hardship that they faced in the workplace, all of the

questions intended to gather information from the participants’ personal experiences in the

workplace. First I will begin the interview by asking the participant to relate to me a time when

they felt like they belonged in an organization, and when they were very engaged. As the

participant relates their experience I will probe and ask clarifying questions to explore the

experience in detail. Then I will begin to ask open-ended questions to explore the participant’s

perceptions of belonging, engagement, and voluntary turnover.

Examples from the questionnaire are listed below:

What is your definition of belonging in your organization? Describe to me a time

when you felt fully engaged in your organization and what that experience was

like for you?

Would you share with me a story of a difficulty you faced at work? Did that cause

you to consider leaving the organization? What went into your decision?


Do you feel that your organizational culture promotes employee engagement? If

so tell me about an activity in your organization that caused you to feel more

engaged?

Tell me about a personal experience in your organization that forced you to seek

higher authority? Did they solve the issue at this level or did it escalate?

Tell me about a time when you wanted to leave a position. What factors

contributed to you leaving?

Tell me about a time when you felt appreciated in your organization? Did this

cause you to value your organizational culture?

These questions and others will be used to gather data to determine the categories for

grouping to determine what women describe belonging as. What definitions and similarities can

be discovered among participants to determine the unique qualities considered in the perception

of belonging within an organization? The questionnaire is meant to give information on the

employees belonging activities. See Appendix C for the interview questionnaire. The answers to

the interview questions will be transcribed and any similarities were documented and used to

create a pattern in the research to determine the relationship between belonging in women and

turnover.

Data Analysis Strategy

Analyzing data is a continuous process of evaluating data that is collecting and cross

referencing it with new data throughout the process. Merriam (2009) describes data collection

and analysis as an ongoing indefinite process (p. 172). Creswell (2014) calls the data analysis in

qualitative research a hand-in-hand process using other parts of the qualitative process to collect

data and write-up findings (p. 195). The information gathered from the interview will be

transcribed and coded into a category method of like themes to determine the relationship and

similarities between the interviews. The process of coding for this analysis will be done in three

levels: primary, secondary, and triangulation.


Primary coding – the primary level of coding in this study will be conducted using

structural coding, which uses multiple methods to initially analyze the interview transcripts. This

coding method uses the interview questions a framework for coding categories and concepts that

are developed within the interview transcripts (Saldana, 2009). Structural coding can also be

used for most qualitative studies and are perfect for interviews or participant research. The

transcribed information will be coded into obvious major concepts and any related information to

these concepts into categories.

Secondary coding – the secondary level of coding is described by Saldana (2009) as

developing a sense of categorical, conceptual, and/or theoretical from the first coding cycle (p.

149). For the secondary analysis I will be using focused coding, which is used to develop

categories based on specific topics from the research questions (Saldana, 2009). Focused coding

will help with the emergence of categories based on specific topics within the interview. For

example, reviewing the transcribed interview from the category of employee engagement in

women.

Triangulation– the final level of analysis will be triangulation coding, which uses

multiple methods and theories to confirm the new data discovered (Merriam, 2009). I will use

this method to compare all levels of coding to develop an in depth view of the data presented and

use that data to answer the research questions.

Summary

This study will bridge the gaps between belonging and employee engagement in

turnover. Looking at the importance attempts to prove that gender does play a sense in employee

turnover in an organization. Using these research methods will show what is important to women

in the workplace. This research will show whether belonging or employee engagement matter in


decreasing voluntary turnover. It will show how women rate the importance of belonging in

remaining with their organization. It will also bridge the gap in research on gender importance

and roles in voluntary employee turnover.


Findings

In this study, the perceptions of belonging in women were investigated to determine if

there was a relationship between employee engagement and turnover. Using coding and

analyzing the data within the primary, secondary, and triangulation will show like categories and

patterns within the research.

Participants

There were a total of five participants selected for this study. All of the participants are

from different work backgrounds, both public and private. The recruiting script was posted

online as well as participants contacted via telephone and a total of five participants agreed to be

interviewed. Out of the five participants three were done in person and one interview was

conducted over the phone. There was a mix in age between the participants and a mix in

knowledge. Participant experience ranged from executive level to entry level in their current

positions. Participants self-selected a pseudonym by which they will be referred to in the study.

Gabriella - a site director for the Department of Education in her county. Responsible for

an after school children's program and managing site specific duties such as parent involvement

and all site materials. Manages one direct employee but oversees the entire site as needed.

Currently in her first year of employment with her organization.

Gail - a Mid - Level manager in the Federal Government. Currently manages 25-35

employees and is responsible for the day-to-day operation of an IT help desk. Her department is

the gatekeeper for all electronic organizational trademark information. Currently employed with

her organization for 24 years.

Amina - a Contractor for a Federal Government organization. In charge of all electronic

forms uploaded to the online website from drafting to production. Provides daily customer


service to clients and in charge of facilitating all needs of clients with issues and questions about

their form creation.

Kym - an attorney at a private law corporate law firm. Responsible for contracts and

specific documents. Has been an attorney for over 20 years.

Mrs. Robinson is a public service employee within her government agency. She has

currently been in her position for one year. She is responsible for managing her own classroom

and working with other employees to create class materials and documents for instruction.

All participants were sent the consent form via the online consent form before the

interviews were conducted. The interviews were conducted in a quiet area where we were

uninterrupted and each participant was recorded and asked the questions in the questionnaire.

Data Analysis and Coding

The data analysis provides an analysis of the data collected. The information will be

coded using the three-step process of coding under the design chapter. Using structural, focused,

and triangulation coding will offer three different levels of analysis for the data to ensure that all

aspects are covered completely. To begin structural coding will initially analyze the data for an

present themes and categories at a glance. Next focus coding will be used to develop specific

topics based on the research questions. Lastly, triangulation coding used multiple methods to

ensure that the data has been analyzed to the most specific form.

Structural coding - upon reviewing the participant interviews, initially there were key

words and phrases that were repeated by the participants throughout the interview process. When

analyzing the data from the five participants, four themes became clear: Influences for deciding

to leave, Barriers to Organizational Engagement, Effects of personal experiences, and Personal


Definition of Belonging. The table below shows the common key words and phrases used to

develop these themes.

Table 2. Structural coding.

Key words and phrases Themes developed Acceptance, Recognition, Communication, “At least one person at work to go to”, Appreciation, A part of a team, Creative Freedom

Personal Definition of Belonging

Positive teamwork, camaraderie among employees, lack of support, poor communication with management, feeling important to the organization, disrespected, no value, back and forth

Effects of Personal Experiences

Employee entitlement, lack of investment in employees, no input from higher ups, culture creates drama, low morale, “employees don’t work together”, lack of acceptance and support, disrespect from upper management

Barriers to Organizational Engagement

Hostile environment, lack of support, unappreciated, Separatism in the organizational culture, “Out grown the position”, “Time for something new”, lack of opportunities, stressful environment, stagnant in current position, lack of happiness, lack of communication between management and employees

Influences for Deciding to Leave

During the coding process of reviewing the interviews the themes began to emerge.

When analyzing the data of the interviews themes became clear early on, and some of the

common themes were interesting. When analyzing the interviews I recorded key words and

phrases based on the questions from the questionnaire. All like key words and phrases were then

grouped together and the theme was created from those key words.

Personal definitions of belonging – with each interview that was analyzed, it became

clear that all the participants shared the same view on belonging in the workplace. Each


participant believed their definition of belonging was based on how their culture affected them.

Feelings of acceptance and communication among their colleagues was the like description that

was mentioned among participants.

Effects of personal experiences – When each participant was asked to discuss a hardship

or a personal experience in the workplace, the results were mixed between both good and bad. It

was clear however, that their personal experiences did play a role in their decision to at least

consider leaving or staying at their workplace although they may not have followed through with

the action. When interviewing Gail, she spoke of her hardship with managing employees who

did not get a promotion and how hostile and stressful that personal experience is. Also when

interviewing Gabriella, she also spoke of the lack of support from upper management when she

approached them on an issue with a coworker.

Barriers to organizational engagement – When reviewing the interviews, the theme

emerged of barriers within the engagement of the employees. Kym mentioned that the lack of

acceptance and support in a firm she interned with when it came to race in her firm. She spoke of

the “blatant racism” and “disrespect” from the partners in the workplace and how it played a role

in her decision not to intern at the firm again. Gail spoke of her organizational culture creating

employees who no longer view perks from the organization as a privilege but as something

expected.

Influences for deciding to leave – When the participants were asked about factors that

contributed to them wanting to and ultimately leaving there were many key words and phrases

that became evident. Mrs. Robinson spoke of the culture of her organization not being

professional and how that contributed to her desire to leave her organization. Amina spoke about

a previous position where she ultimately was working a temporary detail in a supervisor’s


position and when the position became available she was over looked and had to train her

replacement while she was still in the position. Gail mentioned that she is currently looking for

other opportunities in her current position. Feelings of out-growing the position and becoming

stagnant have caused her to not feel engaged in her organization.

Focus Coding – when using focus coding, categories based on the research questions

were created and key words and phrased surfaced. The categories that were created from the

research questions are: Perceptions of belonging, Effects of belonging in the workplace, and

effects of belonging on voluntary. These categories were based on the keywords within the

interviews as they relate to addressing the research questions. The table below shows the key

words and phrases that resulted from the interviews.

Table 3. Focus coding.

Research categories developed Keywords and phrases resulting

Perceptions of Belonging in Organizational Culture

Recognition, Communication, collaborative effort, sharing new ideas, Acceptance, Working Together, “Feeling like I care about the organization”

Effects of Belonging in the Workplace Positive, communication, supportive management, coworker support, helping, nurturing, teamwork, retains employees, investing in employees, driven employees, creating new ways

Effects of Belonging on Voluntary Turnover Poor communication, lack of engagement, can retaining employees, partnership between employees inside and outside of the workplace, meaningful relationships that create positive work culture, can cause a lack of support between employees and management.

In focus coding the key words and phrases that developed relate directly to the categories

developed. My understanding of the key words and phrases relate to belonging and the positive


and negatives that can affect the organizational culture. These categories are more focused on

keywords from the organization as a whole based from the participants interview.

Perception of belonging – in an organization the perception of belonging from their

employees is something to be focused on and consciously aware of. Kym expressed that her

perception of belonging involved feeling a feeling about caring about her organization. The

employee’s perception of feeling like they belong in their organization can have positive effects

on the culture.

Effects of belonging in the workplace – the effects of belonging can have different

effects in a culture. When listening to the interviews it became evident that when the belonging

was positive the participant was more positive in speaking about the organization. For example

Mrs. Robinson spoke about how her organization would throw holiday parties and events for the

employees. She spoke about how a mass email was sent out in her organization to include

everyone and although it was not required of anyone, upper management even attended. On the

negative side, Gail described a lack of involvement from her organization when it came to

leadership. Due to her being a mid-level manager in her organization, many of her bosses reach

out to her for support leaving her with a lack of belonging when seeking help.

Effects of belonging on voluntary turnover – when belonging is low in an organization

employee’s do make the determination to leave their organization. Gail, is looking at other

employment options due to her lack of belonging and employee engagement in her organization.

She mentioned that with the hardship she is facing in her current position, it has created a very

hostile working culture, which has her considering “something new”. Gabriella however, feels

very positive about her position and feels like a key part of her organization, which shows a high


level of belonging. She feels support from upper management and describes them as

approachable and fair.

Triangulation– in using this triangulation coding method, there is a relationship between

belonging and employee engagement and turnover in the workplace. Looking at the initial

structural coding method the themes that resulted were directly related to the perception of the

participants. Once the data was analyzed the keywords and phrases related to the specific view of

each participants experience in their workplace. In the secondary coding, which was based on

categories created by the research questions, the keywords and phrases that resulted where

geared towards the organization. How the view of the participants effected their belonging and

engagement. When looking at the raw data, u can clearly see the similarities and overlapping of

key words and descriptive phrases. Keywords like communication and acceptance as a

perception and personal definition of belonging are an example of these similarities.

In vivo - this process focuses in capturing the "voice" of each participant (Saldana, 2009).

In this study Gail used the word "acceptance" to describe belonging in her interview.

"Acceptance" was also reiterated by Gabrielle and Kym when discussing their perceptions of

belonging. Gabrilelle used "support and teamwork" as her perception of belonging. Amina

described her workplace as "being appreciated" when talking about how her organization takes

her to lunch on Administrative Appreciation Day. When speaking on negative hardships in her

interview, Gabrielle contributed a "low morale" for her wanting to leave a previous position.

However, when speaking of a hardship in her current position she stated that "although she was

reprimanded, it wasn’t to the point that she wanted to leave."

Fit - After concluding the participant interviews, the information revealed in this study

further confirms the existence of a strong relationship between belonging, employee


engagement, and belonging. Each participant have in their interviews, the exact reason why they

decided to voluntarily leave or stay at their organization. Also the interview with Amina showed

that even as a contractor, being engaged in your organization does play a role in that decision as

well. As a contractor Amina is not a government employee, still her organization sill cares about

her as a employee not just a contractor which makes her feel more engaged in her organization.

After coming from a employer who did not support their staff, to a management style of positive

criticism, Gabrielle feels accepted and a part of her team as the site director of her organization.

These examples show that belonging makes a difference in the voluntary turnover of an

employee in an organization.

Emerging knowledge - With the interviews complete, the importance of peer-to-peer

support and recognition. All the participants mentioned in their interviews the importance of

having a peer in the workplace to reach out too. Gabrielle spoke about having team meetings

with her organization outside of the workplace. Gail also mentioned having one fellow female

employee whom she would eat lunch with in her workplace as well. During her time with her

female coworker, Gail spoke about the importance of having time with someone you trust in the

workplace to “wind down.”

Gabrielle spoke during her interview about being recognized in the school newsletter for

her work at the site and how it made her feel “valued and appreciated by her organization.” Kym

also spoke about feeling value when the final product was finished at the firm. When she

finished the last of her contract, she described the feeling as “joyous” because the process was

finally complete. When recognition is at its highest point, women will feel valued in their

organization despite the issues they may face negatively.


Summary

In this data analysis structural, focus, and triangulation coding was used to provide the

categories and themes for the raw data. The categories and themes developed from this analysis

provided the in depth view of participant interviews and research questions to how the

relationship between belonging, employee engagement, and voluntary turnover. Using this new

data, further discussion and recommendations can be created to address the issues discovered in

the data. Using this data analysis can also assist in identifying possible issues within women’s

motivation to get them more engaged in the workplace. The categories developed in this study,

although similar address many different issues within the organizational culture for women.

Using each coding analysis one-by-one it can be used in an individual platform to assist

management in the strengthening of the culture.


Discussion

This research was guided by the three research questions. To respond to these questions I

gathered and analyzed data about belonging and employee engagement. With the information

coded and analyzed, those research questions will be discussed. Using the literature review and

new data that was discovered, they both will be used to answer those questions and show the new

data that was collected.

Research Questions

Research question one (RQ1): Does a women’s experience in belonging within her

organization affect her view on leaving?

In the literature review, research did suggest that personal as well as professional

experiences played a role in voluntary turnover. The research discussed in the literature review

shows a connection between depression and belonging in the workplace and the importance of

noting that it does exist, however there is very little research that shows the relationship between

all personal experiences in depth and how they play a distinct role in a women’s decision to

leave. Research indicated the significance of employee engagement in the employee’s personal

experience. When an employee feels motivated and that they belong in the organization their

experiences are more positive, they are more engaged in the mission of that organization and

fulfilling their role within that organization. When the employee feels their role or job is

important they are more likely to stay in the organization.

After conducting the research and analyzing the data, there is a definite and very strong

connection between a woman’s personal experiences and her decision to leave voluntarily.

Specifically experiences with belonging and negative experiences in the workplace appear to

cause an employee to feel less essential in her role and ultimately that becomes a factor in


considering leaving the organization. Personal experiences also determine how engaged a

woman is in her organization. When speaking to the participants, their personal experiences in

their organizational was a very significant aspect of their decision. For example, Gail spoke of

her lack of engagement in her current position due to her hostile relationship with her employees.

In contrast, Mrs. Robinson spoke about happy hours after work with coworkers, which made her

feel more connected to her workplace. These happy hours also provided networking and

communication building for everyone involved.

The findings indicate that there is a relationship between an employee’s engagement and

their personal experiences at work. When interviewing the participants, the more positive the

experiences the more engaged the participants were in their organization. Even when discussing

a hardship in the organization, they may have felt negatively at that moment however they still

would remain at the organization. For example, Gabrielle spoke of an incident where she was

reprimanded by her boss for not meeting a deadline. Although it was a potentially negative

encounter, her manager made the outcome positive by offering coaching and mentoring. When

asked if this hardship made her want to leave her job she responded “no not at all.” Her positive

response gave Gabrielle reassurance that she was on the right track. A strength of a positive

workplace might be that turnover can be avoided or significantly reduced

Also the findings of this study uncovered information that was not discussed in the

literature review: the importance of belonging in a peer-to-peer relationship and support. Many

participants mentioned the importance of having someone in the workplace as their professional

support system. In many of these instanced the employee’s often ate lunch together or spend time

together outside of work at a happy hour or other social events. For example, Gail is seen as a

go-to person by management in her organization. When there is an issue, she is the one every


one turns too for assistance to help solve the issue. The mentoring she provides to her coworkers

makes her feel a part of the organization and also provides her with the nurturing role of a

mentor. Gabrielle also talked about her job hosting employee meetings at a local restaurant

where they could brain storm and share ideas outside of the workplace. This meeting style

strengthened the bond relationships between the coworkers outside of the workplace, while

optimizing the flow of new ideas and collaboration. Peer-to-peer relationships or mentoring

within the workplace may strengthen and solidify the feeling of being a part of the culture for

employees, new or current.

Research question two (RQ2): Does belonging play a role in employee engagement and

turnover?

In the literature review research suggested that employee engagement was a significant

factor, which effects turnover. With employee engagement emerging as a new part of

organizational culture, substantial research has emerged on the topic. However, little information

discusses the importance of gender and the emotional differences between men and women.

Research in the literature review discusses the importance of employee engagement in the

organization and mainly addresses engagement from a supervisor’s perspective.

In this study employee engagement was identified as a key factor of turnover. When

employees feel they belong in their organization they are more engaged in their culture and

networking. When employee engagement is at its highest, employees are creative and

enthusiastic about new duties and projects within their organization. When speaking to

participants about their engagement, they all mentioned feelings of participating in a

collaborative effort regarding new ideas within their organization. For example, Gail talked

about her excitement in her position when she was given new tasks and duties. When she was


given these tasks to complete it made her feel needed by her organization. She felt that her input

made a difference. Gabriella also mentioned the engagement of upper level management. When

she was tasked with planning a play for her program. She had never done a play before and was

unsure of how to complete the task without the proper experience. When the play was done and

she received her feedback from her manager, she was recognized for her effort and given

positive criticism on what she could have done differently. Although the task was difficult due to

her lack of experience, she was still recognized by upper management for her efforts. Amina

spoke about her manager taking her out to lunch for Nation Secretary Day. Although she is a

contractor, her contribution is recognized and she is considered an equal in her organization.

Almost all participants discussed the support and recognition for their achievements from

management and felt more engaged when their contribution was noticed.

The findings of this study indicate the importance of recognition in employee

engagement. Employees want to be recognized and noticed for their contribution to the

organization. Some research touches on this in the literature review however, nothing nearly as

strong as it should be about how recognition can effect and increase employee engagement a

decrease turnover. If employers begin to recognize the significance of recognition in the

organization on all levels, it could decrease the employees’ decisions to leave. Participants

mentioned that even in a hostile work culture, recognition for duties made them important.

Research question three (RQ3): By increasing the sense of belonging in women, can an

organization improve their turnover rate?

The literature reviewed concerning belonging in organizations confirmed that employee

engagement is a key tool used to reduce turnover. Focusing on making employees feel motivated

and a part of the culture can keep the employee from considering turnover. Using benefits and


engagement in the workplace can increase the sense of belonging in women. However, being

aware of personal experiences and dealing with them effectively can also help.

Participants expressed that the response from management during a personal incident was

impactful. A positive response made the participants feel that management was approachable and

capable of effectively handling issues. When management handled the incident in a negative

manner, it made those participants feel ignored and decreased their involvement in the

organization. Gail mentioned her lack of engagement in her organization due to her feeling that

she had outgrown her position. With separatism in her organization, as well as many other

participants; the lack of promotion potential to a higher position left them feeling stagnant and

unmotivated to participate in any engaging activities.

Other participants expressed feeling unappreciated in their organization due to the lack of

recognition or the lack of feeling like they belonged in the organization all together. Participants

mentioned conflicts with coworkers that cause them to become less involved. When employees

don’t feel accepted in their organization they are less likely to want to remain. For example, Kym

mentioned being one of three women in her organization and her coworkers would openly mock

women in meetings or other functions. She talks about being an event coordinator for her

organization. She planned an event at the national harbor for her coworkers and the partners in

her organization began to openly talk about the area being “ghetto” and “if they went pass the

harbor “they would be robbed.” At the time this incident occurred she was living in the area they

were speaking of. This caused her to feel isolated and ultimately factored in her leaving that

organization.

By increasing a women’s sense of belonging in her culture, you create a positive outlook

on your culture as a whole. Participants included in work functions and offered support when


beginning a new position also contributed in increasing employee engagement. Several

participants new to their position spoke of support from a mentor or fellow employee to help the

adjustment process, which made them feel welcomed.

Figure 2. Resulting theory of increased belongingness at work.

Conclusions

Cockshaw, Shochet, and Obst, (2014) looked at belonging in organizations as dealing

with emotions such as depression and lack of involvement in the organization. Personal

experiences were significant but not looked at as a key factor. Research also shows that

employee engagement was also a part of belonging but shadowed its significance as being a key

factor by itself. Despite the fact that belonging is not a sole factor in turnover, the findings of this

research indicates that belonging is an important factor for employees who to decide to leave

voluntarily.

McBain (2006), Samuel and Chipunza (2009), and Gkorezis, Kalampouka, and Petridou,

(2013) loosely related belonging to employee engagement.. This study provided perspectives of

Increased Sense of Belonging

Increase Management

Support

Increase Positive

Recognition

Increase Positive

Experiences


how belonging directly relates to employee engagement, and how both might impact an

employee’s voluntary turnover decisions. The findings also indicate the importance of belonging

as an aspect of employee engagement that should be invested in by employers to ensure that the

culture of the organization remains conducive to the mission and a positive environment.

This research also supports previous research suggesting that employee engagement is a

crucial factor in reducing turnover and improving organizational culture. Employee engagement

is fairly new in some of the research gathered but the popularity has grown for organizations to

invest in their employees and focus on creating a positive and motivated workplace.

Managements’ response to employee engagement also plays a role in employees feeling like they

belong as well. During the coding process, the similarities between structural coding and focus

coding became clear. The categories developed from the research question mimic the themes that

resulted from the initial coding process. Personal experiences and peer relationships are key to

belonging and employee engagement in the workplace.

The influence that employees have on managers is also important. In analyzing the

interviews I noted that the interaction between employees when approaching their managers/or

supervisors did influence the stress level of the managers in a negative interaction. When

employees become hostile in a work environment this can play a role in how the managers

perceive and impact employee engagement as well. They may be hesitant to interact with the

individual or the organization as a whole. For example, Gail spoke in her interview about how

her employees were using their labor union to create a hostile work environment due to an

employee not getting the promotion they desired. With the union involved, it has created a

hostile environment for her as the supervisor and that is also factoring into her wanting to leave

her current position.


Overall, belonging is a major factor in the organizational culture. It can be the

determining factor in employee engagement and turnover. Belonging is a major influence on

whether a woman will voluntarily leave her organization. As the level of belonging in her

organization increases she is less likely to voluntarily leave. Peer relationships, mentoring, and

recognition are all ways to increase belonging in women and strengthen their ability to remain

engaged even throughout hardships and negative personal experiences.

In order to reduce turnover in an organization in the female culture, it is essential to

increase positive recognition. It is also essential to increase the amount of positive personal

experiences in the workplace to keep women fully engaged in the culture. This increase will

strengthen her engagement within the organization and her current role. Organizations should

invest more in the positive engagement of women to keep them motivated. Organizations should

also focus on the developing a positive sense of belonging in women by investing effort in

mentoring, creating peer relationships, and encouraging engagement outside of the work

environment.

Recommendations and Implications

As a result of this study, some recommendations would be to include men in a similar

study to determine the difference between men’s perspective of belonging and women. Also

increasing the number of interviewees may lead to an even more extensive data collection. One

limitation of this study was using one social media site from which to recruit. Using multiple

social media sites would offer a larger and more diverse pool of participants. Further research

into the power of recognition with employee engagement is a recommendation if new research is

conducted.


I would also recommend the use of a mentoring program for new employees. The

program would intend to connect a new employee with a more experienced employee or

manager in their department. This mentoring program would provide the new employee with

support and guidance while starting the new position. The employee would receive assistance on

new projects and assignments, on-the-job training, and weekly check-ins for the first three

months to ensure that they are not having any difficulty adjusting. I would also recommend

having department meetings weekly at a designated restaurant chosen by the majority. This

would offer the employees a chance to work outside the stressors of the office and also allow for

open communication and networking.

I would also recommend implementing training for managers on how to deal with hostile

employees, addressing issues with positive critiques, and providing support in a negative

situation. When managing employees, there is a potential for issues to arise both positive and

negative. Making sure that your managers are prepared and comfortable handling these issues is

the key to ensuring that employees remain engaged during tough issues.

I would also recommend the addition of a fitness program, company “field day”, or some

type of group activity to encourage communication within the culture. Offering the opportunity

for employees to interact with managers in a non-title role to help build better peer-to-peer

relationships. This will also create positive experiences within the culture that could influence

employees to remain with the organization. Using world café’s and retreats for team building can

also be an added plus to create positive experiences outside of the workplace.

Summary

The purpose of this study was to look at women’s perception of belonging and see how

these perceptions effected the culture in their workplace. Interviewing female employees within


the government agencies and determining if these experiences in belonging played a role in their

engagement and decision to leave. This study was meant to assist organizations in viewing how a

lack of belonging and negative personal experiences can effect employee engagement and

ultimately lead to increased turnover among women employees.

The research intended to respond the following questions within this study (1) Does a

woman’s experience in belonging within her organization affect her view on leaving? (2) Does

belonging play a role in employee engagement and turnover? And (3) By increasing the sense of

belonging in women, can an organization improve their turnover rate? When seeking to answer

these questions the researcher recruited participants were women between the specified age

group who were considered new to the organization, as well as employees who had been with

their organization for 20+ years to gain their perspectives of belonging with their organization.

The study revealed keywords and themes during the coding process that showed

similarities from some of the previous research. The themes and categories that emerged were:

personal definitions of belonging, effects of personal experiences, effects of belonging in the

workplace, barriers to organizational engagement, perceptions of belonging, influences for

deciding to leave, effects of belonging on voluntary turnover. Further coding led to the discovery

of recognition as another aspect of employee engagement that might be researched. Similarities

in these categories and themes and the past research showed that even though the information

may be outdated it is still relevant to learning about employee engagement.

The findings of this study show that there is a major need to understand belonging further

and continue to explore how it influences the workplace. Increasing the positive experiences and

providing stronger support for women can improve their engagement in the organization. With

the use of peer support, workplace mentoring, and positive reinforcement in the workplace,


women can become more engaged and invested in their organization. This study also shows the

importance of having management that is fair and supportive in negative situations. Managers

that are willing to coach and develop women create a workplace where women feel that they are

approachable and will ask for help when needed. Having positive leadership will create a

positive culture for women which increases belonging.

This study also shows that when a woman is fully engaged in her organization she will

remain with them even throughout a negative experiences. When belonging is increased women

do not relate a negative situation the same. For example, when interviewing Mrs. Robinson she

spoke about an verbal incident with her and a coworker. After the incident, she stated “we all

have to work together so the next day I went to her and gave her a hug and apologized.”

Belonging is a very important part of the workplace culture. As it begins to be more understood,

the benefits can begin to be seen in all organizations and positions where women as a whole in

any position feel valued and appreciated.


References

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Management, 33-342.

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University, 1-2.

Chapman, A. (2009, january 1). David C McClelland's motivatonal needs theory. Retrieved from

http://www.businessballs.com/davidmcclelland.htm

Cockshaw, W. D., Shochet, I. M., & Obst, P. L. (2014). Depression and belongingness in general

and workplace contexts: a cross-lagged longitudinal investigation. Journal of Social and

Clinical Psychology, 448–462.

Creswell, J. W. (2014). Research design: Qualitative, quantitative, and mixed methods

approaches. Thousand Oaks: SAGE Publications.

Glebbeek, A., & Bax, E. (2004). Is high employee turnover really harmful? An empirical test

using company records. Academy of Management Journal, 277-286.

Hellman, C. M. (1997). Job satisfaction and intent to leave. The Journal of Social Psychology,

677-689.

Janjhua, Y., & Dubey, S. (2011). Employee engagement: a study of HPSEB employees.

International Journal of Research in IT & Management, 74-89.

MacLeod, D., & Clarke, N. (2011). Engaging for success: enhancing performance through

employee engagement, a report to Government. 157.

McBain, R. (2006). Employee engagement - the emergence of a new construct? Henley Manager

Update, 21-32.

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(2015, 2 25). Retrieved from Mind Toolshttp://www.mindtools.com/pages/article/human-

motivation-theory.htm

McClure, J. P. (2008). Belonging at work. Human Resource Development International, 3-17.


Merriam, S. B. (2009). Qualitative research: A guide to design and implementation. San

Francisco, CA: John Wiley & Sons.

Mishra, K., Boynton, L., & Mishra, A. (2014). Driving employee engagement: The expanded

role of internal communication. Internal Journal of Business Communication, 183-202.

Ramllal, S. (2004). A review of employee motivation theories and their implications for

employee retention within organizations. Journal of American Academy of Business,

Cambridge, 52-63.

Royle, T. M., & Hall, A. T. (2012). The relationship between McClelland’s theory of needs,

feeling individually accountable, and informal accountability for others. International

Journal of Management and Marketing Research, 21-42.

Shah, N. A., Nadeemullah, M., & Zia, M. F. (2013). Women, work, and poverty: Gender-based

factors strengthening feminisation of poverty in Pakistan. Pakistan Journal of Women's

Studies, 87-98.

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Statistics. U. S. Department of Labor. Retrived from:

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Appendices

Appendix A: Recruitment Materials

Hello Everyone,

I would like to invite you to participate in a research study examining belonging in

women, which will add to the knowledge related to employee engagement and turnover. My

name is Shade' Coleman and the data collected in this interview will help fulfill the requirements

for a Master of Science in Administration in Human Resource Management at Trinity

Washington University. I am conducting a study for belonging in women and am looking for

women in the DC area between the ages of 22-45 who are willing to participate. Participants will

be selected for a 35-45 minute interview. If you are interested in participating in my study, please

comment below with your email address and I will reach out to you with more information. I am

under the supervision of my faculty advisor Dr. Kelley Wood.

If you are interested and would like more information, please contact me.

Shade’ Coleman

MSA in Human Relations Management

Trinity Washington University

[email protected]


Appendix B: Informed Consent Document

Belonging and Employee Engagement for Women in the Workplace: A Qualitative Study into Employee Turnover

Please read each section of the Informed Consent form. Click continue to move on to the next section of the form. By clicking continue you confirm that you have read each section carefully and agreed to the information listed. At the end of the form you will be asked to type your full name as your confirmed signature to participate in this study. You will also be asked to leave your email and a contact number. I will contact you directly to schedule a face to face meeting for our interview. I am only looking for a select number of participants. Once that number is reached this form will be removed. Thank you so much for your assistance.

I would like to invite you to participate in a research study examining belonging in women, which will add to the knowledge related to employee engagement and turnover. My name is Shade' Coleman and the data collected in this interview will help fulfill the requirements for a Master of Science in Administration in Human Resource Management at Trinity Washington University. I am under the supervision of my faculty advisor Dr. Kelley. Wood. *

Participation Requires of You: To be interviewed face to face. There is no planned use of deception involved in this study. *

Your Privacy: Your participation in this study and your responses will be kept confidential. Any reference to you will be by pseudonym, including any direct quotes from your responses. This document and any notes or recordings that might personally identify you as a participant in this study will be kept in a locked place that only the researcher will have access to. Only the researcher and the research supervisor might know who has participated in this study. Three years after the completion of this research study all personally identifying information will be destroyed. *

Risks to you: There are five acknowledged risks generally associated with participation in research studies such as this one: Physical, psychological, social, economic, and legal. The researcher foresees minimal risk for those who choose to participate in this study. There are no foreseen physical risks associated with this study; other risks might include the following: You might experience anxiety, discomfort, or negative emotions as a result of responding to the questions asked of them in this research study. If you experience a negative reaction, you may choose to skip the question, to withdraw from the study, or you may contact my faculty advisor or the SPS Institutional Review Board, especially if your discomfort continues after the study. See the contact information on the page below. You might experience social, economic, or legal implications if you share your responses or your participation in this study with others. If you choose to participate in this study, you are encouraged to keep your participation in this study and your responses confidential. The researcher will maintain your confidentiality throughout the study, and will destroy the records of your participation three years after the study is complete. *

Benefits to You: There are not foreseen direct benefits to you regarding participation in this study beyond the general knowledge that you are assisting in furthering the knowledge related to


this research topic, and assisting the researcher in completing the MSA degree requirements. There is no compensation associated with participation in this study. *

Signing this document acknowledges I understand of my rights as a participant in this study, which the researcher has explained to me prior to signing this document. I acknowledge that the researcher has explained my rights, the requirements of this study, and the potential risks involved in participating in this study. I understand there is no compensation for, or direct benefit of participating in this study. By signing below and providing my contact information I am indicating that I consent to participate in this study, that I am at least 18 years of age, and I am eligible to participate in this study. You may withdraw from this study at any time by notifying me by email. If you have any concerns regarding your participation in this research study you may contact my faculty advisor, Dr. Kelley Wood, or the BGS IRB committee. The BGS Institutional Review Board (IRB) oversees the ethical practice of research involving human participants conducted by students of the trinity Washington University School of Business and Graduate Studies. You may ask for a copy of this document for your own records. *

Thank you for your participation,

Shade’ Coleman MSA in Human Relations Management Trinity Washington University [email protected] Research Supervisor: Dr. Kelley Wood MSA Program Trinity Washington University (202) 884-9620, or [email protected] BGS Institutional Review Board Committee (202) 884-9620, or [email protected] with BGS IRB in the subject line.

Continue to Signature

Your Full Name *

Your Current Email Address *

Current Phone Number *

By clicking submit below you indicate your consent to participate in this study. *

Yes, No Appendix C: Interview Questionnaire

Please to relate to me a time when they felt like they belonged in an organization, and when they

were very engaged.


As the participant relates their experience I will probe and ask clarifying questions to

explore the experience in detail. Then I will begin to ask open-ended questions to explore the

participant’s perceptions of belonging, engagement, and voluntary turnover.

1. What is your definition of belonging in your organization?

2. Tell me about your most memorable moment working in a group at work.

3. Do you enjoy spending time with others while you are at work?

4. Tell me about a pastime that you enjoy?

a. Do you share this pastime, or interest in it with any of your coworkers?

5. Describe your typical lunch hour? Do you spend it with a group?

6. Tell me about your typical workday.

7. Tell me about a time when you had to a deadline to meet?

a. Did you complete the task?

b. How did you feel after meeting (not meeting) the deadline?

8. What characteristics of your job are you passionate about?

9. Tell me about a hardship you experienced in your job?

a. Did you interact with others to resolve this hardship?

b. Who? And why them?

10. Do you feel that your organizational culture promotes employee engagement? If so tell

me about an activity in your organization that caused you to feel more engaged?

11. Do you feel engaged in your organization? Describe to me a time a time when you felt

fully engaged in your organization?

12. Do you feel that your organizational culture promotes employee engagement? If so tell

me about an activity in your organization that caused you to feel more engaged?


13. Would you share with me a story of a difficulty you faced at work? Did that cause you to

consider leaving the organization? What went into your decision?

14. Tell me about a personal experience in your organization that forced you to seek higher

authority? Did they solve the issue at this level or did it escalate?

15. Tell me about a time when you wanted to leave a position. What factors contributed to

you leaving?

16. Tell me about a time when you felt appreciated in your organization? Did this cause you

to value your organizational culture?

Belonging in Women Research Study

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