Abstract
This mixed-method, multi-phased phenomenological case study examined the influenceof Human Resources (HR) practices, organizational leadership, structures, policies,
procedures, practices, assumptions, and leadership styles on employee experiences at
Cornell Cooperative Extension of Tompkins County (CCETC). The study explored the
environmental and interpersonal factors associated with employee satisfaction,
organizational engagement, retention, communication, and organizational effectiveness.
Two research questions guided this dissertation in practice: 1) What are the driving
factors associated with employee satisfaction levels observed within CCETC in 2022 and
2023? and 2) What strategies can HR and organizational leadership utilize to mitigate
barriers to communication and information sharing, boost morale, and increase employee
retention? Data were collected through electronic surveys, semi-structured interviews,
internal focus groups, and review of relevant organizational records and artifacts. Four
overarching themes emerged: Organizational Work & Spaces, Executive Leadership &
Administration, Organizational Structures & Archetypes, and Culture & Climate. The
findings indicated that sustainable organizational improvement required intentional
attention to HR practices, servant-oriented leadership, clear communication mechanisms,
organizational infrastructure, cross-departmental collaboration, and employee
development. The study provided evidence-based insights to inform strategies designed
to strengthen employee experiences, organizational alignment, workforce retention, and
long-term organizational effectiveness.
Keywords: appreciative inquiry, employee satisfaction, Human Resources,
organizational change, leadership strategies, structural archetypes, systems thinking