Date of Conferral

2020

Degree

Doctor of Business Administration (D.B.A.)

School

Business Administration

Advisor

Teresa Jepma

Abstract

Approximately 60% of employees are affected by workplace bullying. Leaders who do not adequately address workplace bullying experience reduced productivity, increased attendance issues, or risk of losing skilled employees. Grounded in the behavior engineering model, the purpose of this multiple-case study was to explore strategies some leaders in the pharmaceutical industry use to reduce workplace bullying to improve organizational culture and employee performance. The population consisted of 4 leaders from 2 pharmaceutical organizations in Florida who have successfully implemented strategies to reduce workplace bullying to improve organizational culture and employee performance. Data were collected from semistructured interviews and document analysis to accomplish methodological triangulation. Member checking was used to improve data accuracy and mitigate any personal bias during the research study. Four major themes emerged from the research: (a) need for a zero-tolerance policy, (b) training required for all leaders and employees, (c) open communication/reporting, and (d) the organizational culture. A key recommendation for leaders in the pharmaceutical industry is to reduce workplace bullying to improve organizational culture and employee performance by developing a zero-tolerance policy on workplace bullying, implement training programs for staff and leaders, and open communication reporting. The implication for positive social change includes creating a healthy work environment and increasing work harmony that might transfer to home and communities. A healthy work environment impacts employees' personal lives with less stress and improves positive interactions with family, friends, and others in the community.

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