Date of Conferral
Doctor of Business Administration (D.B.A.)
Companies in the United States are concerned about the indeterminate effectiveness of corporate cyberloafing mitigation efforts leading to the persistence of employee cyberloafing behavior. Although middle managers are the driving force behind the transformational influences that guide employee productivity and could proffer practical solutions, a lack of clarity surrounds the middle manager's role in the overall cyberloafing mitigation efforts within organizations. The central research question for this transcendental phenomenological research study explored the lived experiences of middle managers regarding their roles in mitigating employee cyberloafing at higher education institutions in Florida. This study used a social constructivist-interpretive framework that draws from the multiple realities constructed through social interactions and lived experiences. Participants included 7 middle managers with experience mitigating cyberloafing at higher education institutions in Florida. Four major themes emerged from an inductive analysis of the data, including managing employee performance, proximity matters, cyberloafing interventions, and understanding employee online technology use. The results and recommendations of this study provide implications for social change. Business organizations may modify cyberloafing mitigation strategies and policies from a better understanding of manager/employee interactions, transformational managerial influences used to mitigate employee cyberloafing, and managerial knowledge of employee appropriation of online technology.
Aku, Anizizo, "Role of Middle Managers in Mitigating Employee Cyberloafing in the Workplace" (2017). Walden Dissertations and Doctoral Studies. 3967.