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Strategies Human Resources Professionals Use to Address Workplace Bullying Complaints.

紀錄類型:	書目-電子資源 : Monograph/item
正題名/作者:	Strategies Human Resources Professionals Use to Address Workplace Bullying Complaints.
作者:	Smith, Kimber Lee.
出版者:	Ann Arbor : ProQuest Dissertations & Theses, 2021
面頁冊數:	128 p.
附註:	Source: Dissertations Abstracts International, Volume: 83-04, Section: A.
附註:	Advisor: Craven, Annette.
Contained By:	Dissertations Abstracts International83-04A.
標題:	Business administration.
電子資源:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=28721029
ISBN:	9798538160846

Strategies Human Resources Professionals Use to Address Workplace Bullying Complaints.
Smith, Kimber Lee.

Strategies Human Resources Professionals Use to Address Workplace Bullying Complaints. - Ann Arbor : ProQuest Dissertations & Theses, 2021 - 128 p.

Source: Dissertations Abstracts International, Volume: 83-04, Section: A.

Thesis (D.B.A.)--Capella University, 2021.

This item must not be sold to any third party vendors.

The purpose of this generic qualitative case study was to explore the strategies used by human resources professionals in the clinical healthcare industry to address workplace bullying complaints. Little research explores the role of Human Resources (HR) professionals in managing workplace bullying complaints. No federal guidelines exist that prohibit workplace bullying activities, and unless the organization produces an internal policy to prevent bullying, employees and HR professionals have no consistent means to address it. Workplace bullying complaints represent a significant element in the human resources field, suggesting the need for continued contributions to the academic and practitioner literature to understand its management. Research questions focused on the strategies used by human resources professionals: “What strategies have HR professionals in the clinical healthcare setting used to resolve workplace bullying complaints?” “How do clinical healthcare setting HR professionals determine what strategies effectively resolve workplace bullying complaints?” This generic qualitative inquiry used the design of thematic analysis. Transformational leadership theory and the work environment hypothesis provided the conceptual framework for this study to examine the research findings. The population sample included 10 human resources professionals in the clinical healthcare industry who have addressed workplace bullying complaints. Data were collected through one-to-one interviews with the participants and analyzed using NVivo software and Microsoft Excel. Four themes emerged from the data analysis: inconsistent definitions of workplace bullying, strategy, management, and inadequate policies. The first finding was varying definitions of workplace bullying contribute to difficulties experienced by HR professionals in addressing complaints. Second, HR professionals’ strategies proved to be both effective and ineffective, depending on each case. Third, poor leadership and management inefficiencies directly affected the prevalence of bullying cases. Fourth, inadequate policies leave HR professionals vulnerable when addressing complaints, which produces below-average results in achieving positive outcomes. These four findings present the catalyst in which workplace bullying can and will occur. Future research should expand the study by exploring how different leaders address workplace bullying and how it may impact strategies used by HR professionals. Future research should examine how the organization's size affects the effectiveness of workplace bullying policies in various industries. Future research should expand the sample to include a larger sample and narrow the selection by positions, such as managers or supervisory HR professionals. One could also limit the same by selecting participants with a certain number of years in the industry. Lastly, as researchers conduct more studies about the phenomenon of HR professionals addressing workplace bullying complaints, further research regarding a universal definition of workplace bullying is recommended.

ISBN: 9798538160846Subjects--Topical Terms:

708619
Business administration.
Subjects--Index Terms:

Human resources

Strategies Human Resources Professionals Use to Address Workplace Bullying Complaints.
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520 $a The purpose of this generic qualitative case study was to explore the strategies used by human resources professionals in the clinical healthcare industry to address workplace bullying complaints. Little research explores the role of Human Resources (HR) professionals in managing workplace bullying complaints. No federal guidelines exist that prohibit workplace bullying activities, and unless the organization produces an internal policy to prevent bullying, employees and HR professionals have no consistent means to address it. Workplace bullying complaints represent a significant element in the human resources field, suggesting the need for continued contributions to the academic and practitioner literature to understand its management. Research questions focused on the strategies used by human resources professionals: “What strategies have HR professionals in the clinical healthcare setting used to resolve workplace bullying complaints?” “How do clinical healthcare setting HR professionals determine what strategies effectively resolve workplace bullying complaints?” This generic qualitative inquiry used the design of thematic analysis. Transformational leadership theory and the work environment hypothesis provided the conceptual framework for this study to examine the research findings. The population sample included 10 human resources professionals in the clinical healthcare industry who have addressed workplace bullying complaints. Data were collected through one-to-one interviews with the participants and analyzed using NVivo software and Microsoft Excel. Four themes emerged from the data analysis: inconsistent definitions of workplace bullying, strategy, management, and inadequate policies. The first finding was varying definitions of workplace bullying contribute to difficulties experienced by HR professionals in addressing complaints. Second, HR professionals’ strategies proved to be both effective and ineffective, depending on each case. Third, poor leadership and management inefficiencies directly affected the prevalence of bullying cases. Fourth, inadequate policies leave HR professionals vulnerable when addressing complaints, which produces below-average results in achieving positive outcomes. These four findings present the catalyst in which workplace bullying can and will occur. Future research should expand the study by exploring how different leaders address workplace bullying and how it may impact strategies used by HR professionals. Future research should examine how the organization's size affects the effectiveness of workplace bullying policies in various industries. Future research should expand the sample to include a larger sample and narrow the selection by positions, such as managers or supervisory HR professionals. One could also limit the same by selecting participants with a certain number of years in the industry. Lastly, as researchers conduct more studies about the phenomenon of HR professionals addressing workplace bullying complaints, further research regarding a universal definition of workplace bullying is recommended.
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