Date of Conferral
2023
Degree
Doctor of Business Administration (D.B.A.)
School
Business Administration
Advisor
John C. Hannon
Abstract
Coercive management is a detrimental phenomenon in the health care industry that negatively impacts the organization and employees. Human resource managers in the health care industry who fail to identify and implement strategies to reduce coercive management practices experience poor employee engagement, increased voluntary turnover, and counterproductive work behavior by employees. Grounded in the leader-member exchange theory, the purpose of this qualitative multiple case study was to explore strategies human resource managers in the health care industry use to reduce coercive management practices. The participants were four human resource managers from the health care industry in Georgia who successfully developed and implemented strategies to mitigate coercive management practices. Data were collected from semistructured interviews, company handbooks, and training manuals and analyzed using methodological triangulation. The themes that emerged were communication and engagement, improving management support, and training. A key recommendation is for managers to communicate and engage with employees, provide managerial support, and receive managerial training as strategies to reduce coercive management practices. The implications for positive social change include the potential to boost employee commitment, reduce voluntary turnover, decrease unemployment rates, and stabilize communities.
Recommended Citation
Brown, Lakerria Shantel, "Human Resource Managers’ Strategies to Reduce Coercive Management Practices" (2023). Walden Dissertations and Doctoral Studies. 13233.
https://scholarworks.waldenu.edu/dissertations/13233
