Human Resource Managers’ Strategies to Reduce Coercive Management Practices.

Section 1: Foundation of the Study

Implementing strategies to improve employee engagement, decrease voluntary

turnover, and prevent counterproductive work behaviors are elements to reducing

coercive management practices. Coercive managers increase distrust by isolating people,

prevent the development of productive relationships, and prevent creativity development

(Ozer et al., 2017). Coercive management practices negatively contribute to

organizational performance on an organizational level and an individual level. Coercive

management results in employees engaging in workplace deviance (Eissa et al., 2019).

This section consists of reasons for conducting the study as well as strategies to reduce

coercive management practices. I present the background of the problem, problem

statement, nature of study, research and interview questions, conceptual framework,

significance of study, and a review of academic literature.

Background of the Problem

Coercive management is a phenomenon that remains largely unexplored (Luethke

et al., 2020). This type of management is detrimental to an organization and employees.

Coercive management influences hostility, depression, job dissatisfaction, and anxiety

(P.B., 2019). Coercive management takes place when managers attempt to abuse their

power through various actions. These behaviors may consist of humiliating employees,

constantly threatening termination, withholding information, retaliating against

employees, and discouraging growth opportunities.

Some managers hold the belief that coercive management is associated with the

responsibilities of being a manager. In certain work environments where a manager may

be considered mediocre, managers may feel threaten by employees who are

knowledgeable and experienced in the organization. Managers who are threatened by

skilled employees choose to incorporate coercive management practices by engaging in

hostile behaviors to weaken those skilled employees (Yu et al., 2018). Companies lose

approximately $23 billion annually in health care costs and productivity reductions

related to coercive management (Foulk et al., 2018). According to Rice et al. (2020),

coercive management can transform employees into poor organizational citizens and

future quitters. Employee commitment is significant to the success of an organization.

Positively influencing and motivating employees are necessary for managers to ensure

organizational success.

Employees may spend time dealing with coercive management rather than

focusing on assigned tasks, which has a negative impact on job performance (Velez,

2020). Coercive management is a workplace stressor that results in emotional exhaustion

(Lim et al., 2020). Ronen and Donia (2020) noted that coercive leaders reduce

employees’ autonomous motivation and increase controlled motivation. The findings of

the study provide human resource managers in the health care industry with an in-depth

understanding of strategies to reduce coercive management practices.

Problem Statement

When employees feel mistreated, they lower their organizational commitment to

distance themselves from the organizational treatment (Booth et al., 2019, p. 138). Fifty-

six percent of employees currently work for a toxic leader whose behavior has created an

unhealthy work environment (Paltu & Brouwers, 2020). The general business problem is

that coercive management practices can reduce employee engagement, increase voluntary

turnover, and enable counterproductive work behavior. The specific business problem is

that some human resource managers in the health care industry lack strategies to reduce

coercive management practices.

Purpose Statement

The purpose of this qualitative multiple case study was to explore strategies some

human resource managers in the health care industry use to reduce coercive management

practices. The target population was comprised of four human resource managers within

the health care industry located in the Georgia region of the United States. The managers

were selected because each successfully implemented strategies to reduce coercive

management practices. Implications for positive social change include a potential to boost

employee commitment and reduce voluntary turnover that will reduce unemployment

rates and stabilize communities. Human resource managers in the health care industry

may contribute to social change through employees’ work-life balance and emotional

well-being.

Nature of the Study

Qualitative methodology was chosen for the study. Qualitative researchers seek

in-depth understanding of a social phenomenon within a natural setting (Klenke, 2016).

The qualitative method has been used to describe the “what,” “how,” and “why” of

phenomena (Hamilton & Finley, 2019). Qualitative methodology is appropriate for the

study because I explored human resource managers’ experiences in a business setting.

Researchers use the quantitative methodology to identify and examine specific variable

characteristics or relationships within the context of the study (Park & Park, 2016). A

quantitative methodology was not appropriate for the research effort because examining

potential relationships among variables or use statistical analysis to test human behavior

was not the goal of the study. Mixed methods research applies both qualitative and

quantitative perspective (Reily & Jones, 2017). A mixed method was not appropriate for

the study because the goal was not to examine variables’ characteristics or relationships.

A multiple case study was selected and appropriate for the study because the

focus was to conduct interviews on human resource management within four health care

facilities. The human resource managers of the four health care facilities chosen for the

study offered an in-depth understanding of similarities and differences in the strategies

implemented among some human resource managers in the health care industry. Multiple

case studies are time intensive and provides an in-depth description of the phenomena

under investigation (Civitillo et al., 2019). Case study is a qualitative approach in which

the researcher explores real-life bounded systems through in-depth data collection from

multiple sources (Alpi & Evan, 2019).

Ethnographic, phenomenological, and narrative studies are qualitative research

designs which were also considered for the study. An ethnographic researcher attempts to

interpret the values, beliefs, and language of a specific group or individuals (Kassan et

al., 2020). An ethnographic design was not appropriate for the study because

ethnographic researchers study a culture of people to gain understanding of their

experiences and an observation of the group’s culture did not occur. Phenomenological

researchers attempt to look beyond perceptions to discover and identify how an event was

felt and identify the shared essence of the participants’ personal encounters with an

experience (Papakitsou, 2020). A phenomenological design was not appropriate for the

study because the purpose was not to evaluate feelings about participants’ shared

encounters. A narrative research design was not appropriate for the study because

narrative researchers collect stories from people and make meaning of those stories

between the researcher and participant (Khwaja & Mahoney, 2019).

Research Question

What strategies do human resource managers within the health care industry use

to reduce coercive management practices?

Interview Questions

1. How do you define coercive management in your organization?

2. To what extent was coercive management an issue in the organization in the

past?

3. What strategies have you implemented to deter coercive management

practices?

4. What were the key challenges encountered while implementing these

strategies? How were these overcome?

5. How do you measure the success of the strategies implemented to deter

coercive management practices?

6. How do you determine when it is necessary to act on coercive management

complaints?

7. What were the costs to the organization of coercive management practices?

8. What additional information, if any, can you share regarding your

organization’s experience with coercive management practice?

Conceptual Framework

The conceptual framework was the leader-member exchange theory. The leader-

member exchange theory emerged from research conducted by Dansereau et al. (1975).

The theory perceives leadership as consisting of dyadic relationships that link the leader

with a follower. Dansereau et al. identified the quality of relationships is based on the key

constructs of trust, loyalty, support, respect, and obligation. According to the leader-

member exchange theory, different kinds of relationships are formed between leaders and

subordinates. A positive leader-member exchange is positively associated with job

satisfaction, job performance, commitment to organizational change, trust between

leaders and followers, work climate, willingness to help co-worker, and satisfaction with

leadership (Soeprapto, 2020). The leader-member exchange theory aligned well with the

purpose of the study because the theory reveals to human resource managers that there

are various qualities of manager-employee relationships that can affect an employee’s

work behavior and influence coercive management practices.

Operational Definitions

The following terms operationally represented in the study are:

Affective commitment: An employee’s emotional attachment with an organization

(Pulungan et al., 2020)

Coercive management: A display of hostile verbal and nonverbal management

behavior (Vogel & Bolino, 2017)

Continuance commitment: The views of employees to remain with or leave an

organization (Sariwulan et al., 2019)

Leader-member exchange: The nature and processes of social interactions

between a supervisor and a subordinate (Huang et al., 2021)

Normative commitment: The extent to which employees feel obligated to remain

in an organization (Pulungan et al., 2020)

Assumptions, Limitations, and Delimitations

Assumptions

Assumptions are non-testable factors that are assumed to be true (Zhuge et al.,

2016). This study included three assumptions. One assumption was human resource

managers would be honest and open about their experiences with implementing strategies

to reduce coercive management practices. Selecting a multiple case study would be an

opportunity to gather reliable information associated with strategies used to reduce

coercive management practices was also an assumption of this study. Another assumption

was the research question would be fully answered through interviewing and researching

the health care industry.

Limitations

Limitations concern potential weaknesses out of the researcher’s control

(Theofanidis & Fountouki, 2018). This study included three limitations. One limitation of

this study was that data collection was retrieved only from human resource managers in

the health care industry. The small sample size was another limitation because the

information collected may not be transferable to another area. The perspective of the

participants may not be the same as participants in a larger population. Collecting data

only from human resource managers and not include employees was a limitation.

Interviewing both human resource managers and employees would have allowed me the

opportunity to analyze both experiences with coercive management practices.

Delimitations

Delimitations are the definitions that researchers set as boundaries or limits of

their study so that the study’s goal is not impossible to achieve (Theofanidis &

Fountouki, 2018). The first delimitation of the study was that only health care managers

residing in Georgia could participate in the study. The second delimitation was that the

study focused only on human resource managers within the health care industry rather

than human resource managers from various industries.

Significance of the Study

The study findings may be of value to human resource managers in the health care

industry who seek to promote employee engagement, reduce voluntary turnover, and

increase productivity. Employee and management commitment are important to achieve

organizational goals and success. This study may enable human resource managers to

evaluate the working environment and develop strategies that will reduce coercive

management practices.

Contribution to Business Practice

The study findings may have relevance to human resource managers in health

care to create an effective and productive work environment. If a manager shows

improper behavior, subordinates will perceive the work environment unfair, leading to

psychological problems from employees such as job stress, frustration, and helplessness

(Yang et al., 2019). Managers with little or no coercive practices may encourage

employees to change their perspective of the workplace by creating an environment that

promotes employee engagement and performance for increased productivity, resulting

achieving organizations’ goals.

Implications for Social Change

The implications for social change included that some human resource managers

in the health care industry could increase revenue by reducing coercive management

practices, which in turn could stabilize the community through an increase in

employment opportunities leading to a decrease in unemployment rates. By lowering

unemployment rates, employees may be capable of providing a stable financial living

environment for their families. Losing a job can affect family or household role identities,

such as financial supporter, and shift them to other roles deemed to be of lower status or

less important (Maitoza, 2019).

A Review of the Professional and Academic Literature

The objective of this literature review was to explore sources regarding leader-

member exchange theory (LMX). This section consists of articles and peer-reviewed

journals related to the research question: What strategies do human resource managers in

the health care industry use to reduce coercive management practices? The target

population comprised of four managers from four health care facilities with no more than

60 employees in Georgia. Implications for positive social change include a potential to

boosts employee commitment and reduce voluntary turnover which in turn will reduce

unemployment rates and stabilize communities. An exploration of professional and

academic literature can assist to identify strategies some managers in the health care

industry can implement to reduce coercive management practices to boosts employee

engagement and retain employees. Coercive management is a subordinate’s subjective

assessment of supervisor behavior with focus on how subordinates affected their personal

traits, work environment, and colleagues (Yang et al., 2019). The objective of this

professional and academic literature was to compare and synthesize sources related to the

research question.

The literature review is organized into three sections. The first section is a

discussion of the leader-member exchange theory, which is the conceptual framework for

the study. Within the first section, I expounded on the three constructs of the leader-

member exchange theory which are job satisfaction, commitment, and job performance.

Next, a discussion of supporting and opposing theories, including the implicit leadership

theory dimension of tyranny and social exchange theory. Then, a discussion occurred on

the behaviors of coercive management, the impact coercive management may have on the

organization, and interventions human resource managers can develop to avoid coercive

management practices in the health care industry.

The review of professional and academic literature includes an explanation of the

search strategy used to find relevant research on how coercive management affects

employee engagement and commitment. The following primary terms were used for the

study: Employee commitment, organizational commitment, employee engagement,

coercive management, coercive leadership, coercive power, employee disengagement,

employee motivation, job satisfaction, employee turnover and retention, management

strategies, schadenfreude, narcissism, job stress, influences of employee engagement,

affective commitment, leader-member exchange theory, implicit theories of leadership,

destructive voice, toxic leadership behaviors, counterproductive behavior, leader-

member relationship.

The business phenomenon for the study is that some human resource managers

fail to avoid coercive management practices which in turn may negatively impact

employee engagement and commitment to the organization. The purpose of this

qualitative multiple case study was to explore the strategies that some managers in the

health care industry used to successfully implement strategies to avoid coercive

management practices. This literature review is an exploration of the leader-member

exchange theory and an evaluation of different theories researchers used to explore

strategies to reduce coercive management practices.

Leader-Member Exchange Theory

The leader-member exchange theory was introduced in 1975 by Fred Dansereau,

George Graen, and William Haga. The relationships between managers and employees

can either contribute to or deter the potential growth of an organization. Coercive

management reflects subordinates’ sustained perceptions of hostile supervisory behaviors

(Mackey et al., 2020). The conceptual framework that supported the study was the leader-

member exchange theory. Managers tend to form different types of relationships amongst

employees. Some managers establish a close relationship with employees who are

perceived as valuable and trustworthy while employees who are perceived to be less

valuable receive a different type of treatment. The different treatment toward the group of

employees who are considered invaluable has the potential to influence coercive

management practices. Leaders develop various relationships with employees, ranging

from low-quality relationships to high-quality socio-emotional relationships (Yu et al.,

2018).

The aspects of LMX are affection, loyalty, contribution, and professionalism

(Prasetyo et al., 2021). Affection is measured on the level to which an employee connects

with a manager in a personal relationship. The aspect of loyalty may be shown in the way

managers defend and stand up for employees when necessary. Contribution is measured

based on how dedicated an employee is to a manager by completing tasks and giving

more effort toward achieving organizational goals. Professionalism is measured through

the level of respect and employee shows a manager. Respect is achieved in the degree to

which employees are impressed with the knowledge, competence, and skills of a

manager. Gutermann et al. (2017) examined how leaders’ work engagement can spread to

followers by highlighting the role of leader-member exchange as an underlying process.

Gutermann et al. found that engaged managers aim for positive social relationships with

their followers. In addition, the researchers identified leaders’ work engagement as a key

factor to positive leader-follower relationships and the promotion of employee

engagement and performance.

Litano and Morganson (2020) used the leader-member exchange theory to

examine how employees, who report to managers, experience work-family conflict and

found that LMX relationships may enhance work-family balance so that managers may

inhibit access to policies and broader organizational culture. As recommended in Litano

and Morganson’s study, managers should communicate with one another to seek a better

balance. Aligning with studies by Gutermann et al. (2017) and Litano and Morganson

(2020), Teng et al. (2020) tested a moderated mediation model that examined the

relationships among ethical work climate, organizational identification, leader-member

exchange, and organizational citizenship behavior. The findings presented that high

quality LMX enhances employee satisfaction and fosters favorable outcomes such as job

satisfaction, commitment, and job performance.

LMX and Job Satisfaction

The health care industry can be an overwhelming and emotional workplace for

most employees. The health care profession is the most stressful career associated with

turnover, absenteeism, and burnout (Leskovic et al., 2020). Health care workers have

several stress factors that coincide with their job responsibilities such as providing care

for patients and working long hours. In addition to the existing stress, some health care

workers must learn how to cope with coercive management practices. Selamu et al.

(2017) explored the conceptualization of well-being, stress, and burnout among primary

health care employees. Fifty-two primary health care workers participated in an in-depth

interview and focus group discussions. The participants in Selamu et al.’s study defined

well-being as absence of stress rather than a positive state of mind. The interviews

revealed that the main stressors were inadequate supplies, workload and economic self-

sufficiency, and burnout. The researchers found that job related stress can affect health

care workers resulting in mental health problems and burnout.

Job related stress may have the potential to create job dissatisfaction among health

care workers if there is a lack of management support. Many dissatisfied employees

intentionally give less effort and engage in counterproductive work behaviors because of

stress and coercive management. Employees become satisfied in the workplace when

they feel growth and balance (Ershad Sarabi et al., 2020). Ohara et al. (2021) expounded

Selamu et al.’s (2017) study by assessing job satisfaction and job attractiveness among

dental hygienists by conducting a survey of the employment status of dental hygienist.

The results of Ohara et al.’s study showed that satisfaction and attractiveness may lead to

motivation and positive attitudes toward work which may lead to an improvement in

employee retention. Also, Ohara et al. revealed that salary demands, and employment

stability were more important factors for employees than the workload. Employees with

high-quality LMX reach a higher level of information exchange and are trusted by their

managers more, compared to employees with low-quality LMX (Pan et al., 2021). LMX

may help employees have access to more resource necessary to structure their jobs. Pan

et al. evaluated the effects of LMX on job and life satisfaction among nurses and

examined the effect of job crafting between LMX and job and life satisfaction. The

researchers used questionnaires to measure the variables of LMX, job crafting, job

satisfaction, and life satisfaction. Pan et al. suggested that medical institutions should pay

close attention to employees or give them the authority to adjust their workflow based on

their needs. Also, Pan et al. suggested that managers create an environment to strengthen

employees’ quality of life and raise job satisfaction.

Some human resource managers may measure job satisfaction based solely on

employee salary. Even though salary is crucial to employees, it does not measure nor the

define the satisfaction level of an employee. Kim and Cho (2020) analyzed the

characteristics of job stress and satisfaction, the effect of job stress on job satisfaction,

and the effect of managerial roles. Kim and Cho found that in situations in which

employees are overwhelmed with stress, managers taking a role in supporting those

employees have a positive effect on job satisfaction. The researchers noted that irregular

employees’ perspective of managerial intervention is negative, creating job

dissatisfaction. Managers play an important role in job satisfaction and should take

necessary measures to ensure the needs of employees are met. Like the study of Kim and

Cho, Asif et al. (2019) examined the relationships between transformational leadership,

structural empowerment, job satisfaction, nurse-assessed adverse patient outcomes, and

the quality of care. The findings show that when managers take interest in health care

workers development and empower them, employees feel confident and are willing to

engage in work.

LMX and Employee Commitment

Employees who are committed to an organization usually experience higher levels

of job satisfaction and motivation. Employee commitment is the loyalty of a worker to an

organization which leads to intention and willingness to accomplish organizational goals

(Olarewaju, 2021). An employee who is highly committed to an organization can be

considered a valuable employee because they are more determined to achieve

organizational goals. Employees’ observation of organizational performance affects their

commitment and high levels of commitment are beneficial which leads to positive

behavioral outcomes (Uddin & Shaiq, 2020; Abdullah et al., 2020). Managers should hire

employees who are likely to be connected to an organization’s objectives (Ahmad et al.,

2020). These employees should be provided with an environment that will strengthen

their commitment and enhance efficiency. Health care managers need to promote quality

work life of employees in the categories of salary and benefits, amenities, health and

safety, and flexibility (Agus & Selvaraj, 2020).

Commitment consists of three distinct types: affective, normative, and

continuance commitment. Employees who are affectively committed to an organization

identify with organizational goals, perceived as the right fit for the organization, and are

satisfied with their job. When employees have a high level of affective commitment, they

believe that managers have invested in them which promotes employees’ effort to take

charge (Wang et al., 2020). Brown et al. (2019) conducted a study to analyze the impact

of a leader’s communication style on the quality of interaction between leader-member

exchanges and how it translates into the employee’s affective commitment. The

researchers implied that when the leader’s communication style demonstrates

expressiveness, precision, and questioning, building high quality leader-member

relationships becomes easier. Employees who identify with the values of their managers

engage in organizational citizenship behavior to benefit the organization (Khaola &

Rambe 2020).

Normatively committed employees feel they are morally obligated to remain in an

organization and may feel guilty if they decide to leave the organization. Employees with

strong normative commitment may believe leaving an organization when an organization

does not act ethically is better (Pulungan et al., 2020). Continuance and normative

commitment are similar in the aspect of an employee feeling the need to stay at their

organization. Continued committed employees have an underlying reason for why they

feel obligated to remain in an organization such as high salary and benefits that cannot be

obtained in another organization. Continued committed employees are more likely to

become dissatisfied in an organization because they may be unhappy with the leaders or

the work environment, but the fear of losing benefits keeps them at the organization.

Galanaki (2019) found two aspects of continuance commitment: concern about

alternatives and concern about the cost of not being committed.

LMX and Employee Job Performance

Employee performance is based on how well an employee fulfills their

responsibilities and the quality of their work. The stress health care workers deal with

may result in job dissatisfaction. Research showed that 7.4% of health care workers had

absenteeism weekly because of stress (Etemadinezhad et al., 2018). Managers influence

employee performance through supervisor-induced hindrance stressors that enhance the

degree to which employees engage in job neglect (McLarty et al., 2021). Employees

expect to receive some form of support from management as they attempt to fulfill their

job responsibility. McIlroy et al. (2021) found that employees actively requesting support

from management without a response from management may lead to employees feeling a

disconnect with management. However, management may feel threaten by employees

that display a high level of job performance. Managers who create high quality leader-

member exchange with employees influence hindrance stressor-neglect relationship by

reducing the impact of the stressors on subsequent employee performance (McLarty et

al., 2021).

Job performance can be influenced by an organization’s loyalty to employees. De

Clercq et al. (2020) conducted a study to assess the relationship between violations of

organizational promise and job performance. The researchers found that organizational

betrayal may reduce job performance because of the high anxiety employees experience.

Dust et al. (2021) revealed that job demands influence the trajectory of performance

through motivational control. The researchers noted that performance may decrease in

response to a decline in motivation. In addition, Dust et al. further investigated individual

characteristics that impact entrainment suggesting that mindful employees are less likely

to experience a downward trajectory in motivation and performance.

Supporting and Opposing Theories

Employees are the human assets that contribute to the success or failure of an

organization. Human resource managers should, in turn, implement strategies to meet the

needs of employees which will potentially enhance job satisfaction and employee

commitment. The supporting and opposing theories considered for the study are the

implicit leadership theory dimension of tyranny and social exchange theory. Social

exchange theory maximizes benefits through social behavior of an exchange process.

Implicit leadership theories are created based on the perception of employees.

Recent studies of coercive management practices governed the findings of various

strategies that effect managerial behavior. To obtain a better understanding of strategies

used to reduce coercive management practices, I reviewed the implicit leadership theory

of tyranny and social exchange theory as supporting and opposing the leader-member

exchange theory. After reviewing studies associated with the implicit leadership theory of

tyranny and the social exchange theory, the notions established a solid foundation for

understanding how researchers explored various strategies to reduce coercive

management practices.

Implicit Leadership Theory of Tyranny

In most organizations, employees may create their own ideas about what it means

to be a manager and what behaviors managers should display. Implicit leadership theories

are ideas that individual employees have about what leaders are like. Implicit leadership

theories can affect how employees view their current manager in an organization, which

means that some employees may not view management the same. Employees feel able

and willing to lead when they see themselves as the images of effective leaders because

they are confident in their ability to lead (Schyns et al., 2020). Coercive management is

aligned with the implicit leadership theory of tyranny, which is an image defined as

domineering, pushy, dominant, manipulative, power-hungry, conceited, loud, selfish,

obnoxious, and demanding (Walker et al., 2020).

Based on implicit leadership theory of tyranny, individuals who have behavioral

characteristics of a coercive manager may perceive a coercive manager as the ideal

leadership for an organization. Schyns et al. (2020) viewed tyranny as feelings of abuse

of power which makes the negative dimension of implicit leadership theories relevant

when perceiving coercive management. The researchers argued that the relationship

between suspicion and the perception of coercive management will increase when

negative implicit leadership theories are high. Also, Schyns et al. found that employees

high in the implicit leadership theories of tyranny will perceive their managers as more

coercive.

Implicit leadership theories serve a meaningful role in followers’ cognitive and

perceptual processes of leadership (Da’as & Zibenberg, 2019). Khorakian and Sharifirad

(2019) examined the assertion that higher congruence between followers’ implicit

leadership theory and the characteristics of managers enhance job performance through

higher quality of leader-member exchange and self-efficacy. The researchers found that

attachment insecurity was a predictor of leader-member exchange and the congruence

between followers’ implicit leadership theories and their managers.

Social Exchange Theory

Relationships are indicators of an employee’s success in the workplace.

Employees who feel disconnected from co-workers or supervisors may leave and search

for relationships in other workplaces. Social exchange theory may help structure the work

environment by promoting positive relationships to assist in helping employees feel

connected with co-workers and managers. Social exchange theory explains employee

behavior with a focus on reciprocity and their reaction to experience of aggressiveness

when aiming to restore balance regardless of hierarchal differences (Camps et al., 2020).

Relationships between organizations and employees should be developed through

trust, loyalty, and mutual commitment (Meira & Hancer, 2021). Hsu et al. (2019) and

Kim and Qu (2020) agreed that developing feelings of obligation because of trust and

reciprocity can increase positive outcomes and reduce intentional turnovers. Employees

assess relationships by evaluating the benefits they can potentially receive from the

relationships. The social exchange theory is driven by an employee’s willingness to

secure their well-being without the help of others. To explain human interactions, there

are several assumptions underlying social exchange theory. The first assumption is

rationality. Employees act rationally by evaluating the costs and benefits of social

exchanges which, in turn, assist in decision-making. Second, employees seek to receive

the most valued benefits as possible. Lastly, that employees will learn the strategies of the

exchange process to earn rewards. If individuals receive support in an organization they

will have greater work commitment, which influence behavior that is essential to the

success of an organization (Tan et al., 2021).

Employers are expected to provide opportunities to employees in exchange for

hard work. Coercive management will occur if employees hold back their efforts at work

(Lim et al., 2020). Employees who perceive a negative social exchange relationship with

managers respond with deviant behaviors toward their managers (Mackey et al., 2019).

Wang et al. (2018) suggested that high social exchange relationships between employees

and managers are likely to motivate employees to perform unethical pro-organizational

behavior because of their moral disengagement and licensing effect.

Behaviors Associated With Coercive Management Practices

Coercive management behavior harm employees’ psychological well-being,

performance, creativity, and in-home relationship qualities (Foulk et al., 2018). Even

though coercive management can be harmful to an organization, many managers continue

to encourage this type of management practices to maintain order. Qin et al. (2018)

proposed that abusing employees may improve managers’ recovery level by preventing

resource loss for self-control and gain new resources through an enhanced sense of

control. Managers with low empathic concern usually focus on personal benefits and are

insensitive to employees. However, managers with high empathic concern may not

engage in coercive practices frequently because of their concern for employees.

Coercive management behaviors are highly prevalent in the health care industry.

Labrague et al. (2020) conducted a study to identify the predictors of coercive behaviors

in nurse managers. The participants compiled of 240 nurse managers from ten hospitals

in the Central Philippines. Data was collected using a questionnaire in which participants

rated the managers based on four dimensions: intemperate, narcissistic, self-promoting,

and humiliating behaviors. Labrague et al. identified three predictors of coercive

management behaviors. The first predictor of coercive behavior was the years of

experience as a nurse manager. Nurse managers with less experience often experience

challenges while trying to adapt to their role and may not be prepared with the proper

materials to perform. Also, the results of the study revealed that some nurses lack

training. These various stressors may cause nurse managers with less experience to

display coercive behaviors. The second predictor of coercive behavior was employment

status. Coercive behavior arises in vulnerable managers, where there is an increased

threat to their job status, power, or control (Coldwell, 2019).

Based on the results Labrague et al.’s (2020) study, nurse managers who work

part-time or contractual reported high levels of coercive behaviors. Part-time and

contractual jobs come with a level of uncertainty regarding job security which may lead

to nurses becoming vulnerable. Vulnerability can result in coercive behaviors. Also,

nurses who work in areas with a high number of patients may display coercive behaviors

as well. Having a demanding job, increased workloads, and an inflexible schedule

contributes to high stress levels. Labrague et al. recommended that nurse managers with

less experience receive mentoring and coaching from experienced nurse manager. Also, it

was recommended that training sessions for stress management and coping skills should

be implemented by health care facilities to help nurse managers handle their emotions to

avoid coercive behaviors. The last recommendation is for nurse managers to create an

ethical work culture by encouraging collective decision-making, open communication,

and develop clear guidelines that outline expected behavior.

Workplace Bullying

Coercive management can be viewed as a form of workplace bullying. Rai and

Agarwal (2018) defined workplace bullying as a situation in which an employee feel

subjected to negative behaviors by supervisors. Rai and Agarwal examined the effects of

workplace bullying on employee silence and test psychological contract violation as a

mediating role. The researchers collected data in two stages from full-time managerial

employees who worked in 11 Indian organizations. The first stage of data collection

included a questionnaire, consisting of demographic information and workplace bullying,

was distributed to 930 employees. For the second stage, data on the dependent variables

(silence behaviors and psychological contract violation) and the moderator variable

(workplace friendships) was collected from 870 participants. Rai and Agarwal revealed

that employees become silent as a response to workplace bullying. The results of the

study implied that management support may encourage employees to stand against

bullying by voicing their concerns. Managers should engage in preventive

communication measures against bullying (Lee et al., 2021). Also, Rai and Agarwal

(2018) recommended that a well-formulated and effective policy implemented against

bullying will encourage more HR involvement. Managers should be aware that

workplace bullying can be harmful to an organization that may result in financial loss,

lack of productivity, high turnover rates, and reduced employee loyalty.

Bullying can be harmful to an organization because these behaviors negatively

impact the well-being of employees as well as job performance. The aggressive attitudes

of managers have a strong impact on the behavior of employees compared to aggression

from other sources in the workplace (Khan et al., 2020). Khan et al. investigated the

effect of coercive management on the relationship between psychopathy and work

engagement, psychopathy, and negative socioemotional behavior. Data was collected

through questionnaires in face-face meetings with participants using random sampling

method. Supervisors were asked to evaluate subordinates’ traits on three scales: 1= not

present, 2 = somewhat present, and 3 = present. Subordinates who received 75 percent or

higher were considered psychopaths. Employees who obtained a high or medium score

on psychopathy were contacted to provide feedback on coercive management. The results

of the study revealed that coercive management simulates negative social and emotional

behaviors of employees with psychopathic tendencies. Khan et al. noted that the role of

human resource management is critical in answering questions of whether coercive

management stimulates psychopathic behavior or reduces productivity because HR is

responsible for the selection of valuable human capital in the organization.

Hurst et al. (2019) examined a coercive management model that moderates the

relationship between primary psychopathy and positive work-related outcomes,

highlighting that the relationships are effective under environments of coercive

management and negative in environments with a low level of coercive management.

Hurst et al. expounded on Khan et al.’s (2020) research by arguing that primary

psychopathic employees possess characteristics that enable them to experience high

levels of well-being and low levels of anger under coercive management. The data of the

study was collected from two samples. In the first sample, Hurst et al. conducted a

scenario study with 433 participants which included measures of personality, coercive

management, and demographics. The data for sample two was collected from the same

group, but the data was collected based on personality, coercive management, and

demographics without the use of scenario studies. Hurst et al. suggested that coercive

managers may empower employees with characteristics that can potentially damage the

organization. Human resource managers need to be concerned not only about who

coercive managers are demoralizing, but also about who coercive managers are

empowering (Hurst et al., 2019).

Employees who experience verbal violence or power imbalance may find it

difficult to set aside bullying, so they are likely to experience psychological strain (Liang,

2020). Liang examined the effects of workplaces bullying on conformity in the

workplace and work-family conflict. Workplace bullying is considered a psychological

hazard with detrimental consequences for the individual and the organization (Sarwar et

al., 2019). The researcher used data collected from two self-reported surveys from 650

full-time employees who worked in a large corporation in Taiwan and their spouses. The

surveys used a five-point Likert response scale which measured workplace bullying,

psychological strain, and facades of conformity for employees. The measures for

employees’ partners were work-family conflict and control variables. Liang identified

potential factors that are necessary for employees to conform in an organization.

Human resource managers should encourage employees to build social

relationships to avoid workplace bullying. Steele et al. (2020) analyzed workplace

bullying and traditional job stressors of role overload and low job control to determine

the association of each with mental health and well-being. Data was collected from 21

Australian Defense Force units that totaled a sample size of 3,193 using an organizational

climate questionnaire administered. Steele et al. found that bullying and psychological

distress were significantly correlated and, therefore, workplace bullying should receive

the same amount of attention given to traditional workplace stressors. Based on the

findings of Steel et al.’s study, human resource managers may understand that, in

addition to recruiting the right employee to achieve goals, ensuring employees remain

productive and engaged in their job is imperative.

Narcissism

Narcissistic behaviors may occur any time in the workplace which may lead to

conflicting issues between employees and managers. Narcissistic managers usually lack

empathy for others and are motivated by their own needs. This type of management

behavior can carry attractive leadership qualities, but the positive qualities can be decline

as a narcissistic manager spends more time around followers (Watkins & Walker, 2021).

Narcissists have high expectations for themselves and a high need for achievement

(Brender-Ilan & Sheaffer, 2019). Researchers have found that narcissist managers seek

relationships with individuals who will admire them and praise their greatness (Lyons et

al., 2019). Lyons et al. examined whether leader-member exchange influences the

relationship between leaders’ dark triad traits and follower perceptions of coercive

management. The researchers proposed that high LMX weakens the positive relationship

between leaders’ dark triad traits and perceptions of coercive management. The study

findings demonstrated that the effects of leader narcissisms and psychopathy on

subordinates’ perceptions of coercive management are moderated by LMX. Lyons et al.

noted that although managers seek to reduce the antagonistic and self-centered managers

in their workforces, coercive managers exist, and their behaviors often lead to negative

consequences for their subordinates.

Finney et al. (2021) explored the extent to which managers who rate higher on

narcissism use behaviors, such as self-promotion and unpredictability, that mediate the

relationship between narcissism and perceived abuse. Data collection was retrieved from

a survey of 949 students from a U.S. university. The participants rated their most

destructive manager based on the measures of self-promotion, unpredictability,

narcissism, and coerciveness. Finney et al. noted that the work behaviors narcissistic

managers use to achieve their personal goals may seem unpredictable to employees who

interpret these behaviors in reference to organizational goals. The unpredictability may be

interpreted as an intentional approach to meet self-serving goals and keep employees off

balance, so they disengage in activities that threaten the manager’s ego (Itzkovich et al.,

2020). The findings Finney et al. (2021) showed the degree of perceived managerial

narcissism predicted perceptions of coercive management, but the manager’s self-

promotion and unpredictability fully influenced the relationship between narcissism and

coercive management.

Fehn and Schutz (2020) proposed that working for leaders high in narcissistic

rivalry will negatively impact how employees feel and behave. Fehn and Schutz

investigated the effects of leaders’ narcissistic rivalry by asking the following: How do

followers perceive leaders high in narcissistic rivalry, how is the perceived relationship

with their leaders affected, how do they feel about themselves, and what is the impact on

their self-reported behavior in the workplace?

Fehn and Schutz (2020) found that the negative effects of leaders’ narcissistic

rivalry on followers are driven by the expression of narcissistic behaviors. Leader

development should focus on changing coercive behavior. Fehn and Schutz proposed that

leaders high in narcisssitc rivalry may be motivated to make changes if they are shown

that by hurting employees, they will undermine their own reputation in the organization.

Also, the researchers recommended that selection and promotion practices should include

measures to weaken the effects of narcissistic leaders’ self-promotional strategies and

prevent narcissistic individuals from growing into leadership roles.

Fehn and Schutz (2020) identified that leaders’ narcissistic rivalry’s negative

effects on employees can be traced back to employees’ perceptions of their leader’s

behavior. The researchers recommended that human resource managers work with

leaders on their coercive behaviors and attitude toward others in the organization, alerting

them of the negative impact their behavior may have on employees. Also, Fehn and

Schutz recommended that human resource managers design performance ratings as an

incentive for narcissistic leaders to change their coercive behavior. Furthermore, the

researchers noted that monitoring potentially coercive leaders and establishing

disciplinary policies, take employee feedback seriously, and ensure employee rights can

help organizations avoid narcissistic leaders.

Effects of Coercive Management Practices

Coercive management practices can be detrimental to employees and their well-

being. Each employee responds differently to coercive management practices. Some

employees may learn various strategies to help cope with coercive managers, but some

employees may find it difficult to cope. In most instances, employees may feel that

retaliation is the only choice they must get even with coercive managers. The employees

who struggle to cope with coercive management practices may experience the feeling of

dehumanization, respond through schadenfreude, or use destructive voice. Baloyi (2020)

posed that coercive management consists of managers who consistently abuse authority,

degrade employees, ridicule employees, force employees to perform strenuous tasks, and

promote divisiveness between employees. Baloyi argued for the need of ethical

management which may establish a trusting relationship between a manager and

employees. Coercive management can affect job satisfaction and reduce work quality.

Zhang et al. (2020) explored how to balance coercive and non-coercive powers to

enhance green supplier integration and the role of relationship commitment and

relationship closeness. Zhang et al. noted that executives should carefully balance

coercive and non-coercive powers to encourage firms to maintain good relationships to

develop common environmental values and bring awareness that high levels of trust and

dependence can affect the impact of power. A manager may create a nice work

environment, but to be fair, coercive behavior may be a necessary reaction to a particular

employee’s behavior (Kovach, 2021). Kovach studied working professionals to

determine whether their motivation was impacted by power displayed by the manager.

Qin et al. (2018) posed that although coercive management may generate benefits for

managers, it is detrimental for both managers and employees in the long-term.

Sometimes, coercive management may result in employees remaining silent

which can be perceived as a problem in most organizations. Stouten et al. (2019) argued

that management literature has a limited and biased view of silence because silence can

have value for employees and the organization. Stouten et al. also argued that silence

offers an opportunity for employees to examine coercive management behaviors. To

demonstrate when silence can be functional, Stouten et al. used a cognitive stage model

of seeing, judging, and acting. The see-judge-act model presented that employees’ silence

depend on whether employees view their leaders as coercive, judge the leaders’ behavior

as counter normative and intentional, and decide to act. The model serves to identify

conditions that need to occur before employees express themselves. Stouten et al.

explained that the value in silence lies in the need for employees to make a valid

judgement about whether the manager’s coercive behavior violates acceptable behavior.

Employee Dehumanization

Dehumanization is the perception of employees based on how they are treated by

the organization as property rather than a human being (Caesens et al., 2019). Caesens et

al. examined whether coercive management lead employees to feel dehumanized by their

organization and the consequences associated with it. The researchers indicated that

coercive management leads to organizational dehumanization perceptions. Also, the

results of the study indicated that organizational dehumanization mediates the

relationships between coercive management and employees’ job satisfaction, affective

commitment, and turnover.

Caesens et al. (2019) suggested that if employees perceive abusive treatments

from supervisors, it may lead to employees to direct it toward the organization which can

emerge dehumanization. Stinglhamber et al. (2019) examined the negative relationship

between leader-member exchange, organizational dehumanization, and the consequences

of LMX-dehumanization relationship on employees’ emotional exhaustion, affective

commitment, and voice behaviors. Stinglhamber et al. presented that when employees

strongly identify their manager with the organization, a high-quality leader-member

exchange extends to the entire organization which may lead to lower dehumanization

perceptions.

Schadenfreude

Li et al. (2019) defined schadenfreude as pleasure at the misfortunes of others.

Qiao et al. (2019) explored how coercive management affects third parties by utilizing

the emotion-based process model of schadenfreude. The researchers suggested that third

parties will take pleasure in peer coercive management and experience schadenfreude,

increasing work engagement as a response to peer coercive management. The results of

Qiao et al.’s study indicated that coercive management effects third party observers by

increasing their work engagement after witnessing co-workers being abused. However,

the researchers suggested that managers should not use coercive management practices as

a strategy to increase work engagement. Instead, Qiao et al. recommended managers to

be vigilant with the benefit of schadenfreude and build an ethical workplace.

Li et al. (2019) examined an incongruent emotion known as observer

schadenfreude. The researchers proposed an emotion-based process model that illustrates

the appraisal process underlying the emergence and development of observer

schadenfreude. Li et al. addressed the implications of schadenfreude for observer

behavior and the effects of observers’ moral foundations. The researchers noted that as

interpersonal treatment increase, managers and employees should realize that if

schadenfreude becomes common in the workplace, mistreatment will become a norm. Li

et al. offered several recommendations for human resource managers to reduce

schadenfreude and prevent mistreatment.

First, managers should reduce structural, interpersonal, and intergroup tensions

that cause schadenfreude by promoting cooperation through shared team-based

incentives. The next recommendation Li et al. (2019) provided was that managers should

implement practices that reduce envy and be aware that undeserved advantages may lead

to envy and resentment while deserved advantages may result in benign responses. Li et

al. advised managers to investigate incidents of mistreatment with the focus being on

whether injustice occurred by providing observers with information about transgressions

and emphasize inappropriateness to jump to conclusions for justifying mistreatment.

Destructive Voice

Mackey et al. (2020) examined the indirect relationship between coercive

management and supervisor-directed destructive voice. The researchers argued that

management-directed destructive voice is a means for employees to express themselves

and stand up against their manager. Mackey et al.’s study was based on the LMX theory

to present the argument that the exchange relationship between managers and employees

affects how each employee react to coercive management. The researchers found that

higher LMX differentiation strengthen the relationship between coercive management

and employees’ relational ego depletion. Based on the findings, Mackey et al.

recommended that human resource managers be aware that instances of destructive voice

may be an indication of poor LMX relationships that are interfering with employees’ self-

control during manager-employee interactions.

Zhao et al. (2021) examined whether illegitimate tasks may lead to destructive

voice and time theft which are two forms of counterproductive work behavior. The

researchers investigated the role of morale disengagement and psychological entitlement.

Zhao et al. posed that an employee may retaliate against the organization by stealing time

at work and devaluing the organization in front of others. The implications of the study

suggested that employees who receive illegitimate tasks react by venting their

dissatisfaction through destructive voice and time theft because employees can be

sensitive as to whether they receive a fair share of work and benefits.

Tabarsa et al. (2019) investigated the influence of employees’ social use of social

networking on employees’ destructive voice and the role of job satisfaction and affective

commitment to the organization. The results of the study show that the use of social

networking sites in the workplace increases destructive voice. Social networking sites can

serve as an outlet for employees to express their ideas or concerns. Tabarsa et al. clarified

that the use of social networking sites does not lead to deterioration but can transform

potential objections into actual one. Social networking sites can serve as a boost for

employees to express their issues with the organization. Additionally, Tabarsa et al.

found that job satisfaction has a positive effect on destructive voice. Employees seek

emotional, social, and financial resources in the workplace. Tabarsa et al. provided two

perspectives toward destructive voice. The first perspective is that employees with higher

levels of resources are less stressed and are satisfied with their job, but they make more

complaints. The second perspective is that employees with lower resource levels are

more stressed in the workplace and likely to make complaints as well because they are

seeking resources. The final point that Tabarsa et al. noted was the negative effect

affective commitment has on destructive voice because affective commitment reduces the

use of destructive voice. Employees only use destructive voice when they feel

disconnected or dissatisfied with the workplace.

Coercive Management Interventions

Human resource managers should identify various intervention methods to help

reduce coercive management practices. Initiatives to merge both mental health and

primary care of employees can provide an opportunity to promote the well-being of

health care workers and address workplace stressors (Selamu, 2017). By reducing

coercive management practices, human resource managers may see positive changes in

the way some employees interact or behave in the workplace. Mangers are role models

for employees to share their opinions and deal with the pressure of authority (Shaikh et

al., 2021). It is imperative for managers and employees to work together to accomplish

organizational goals. In this section, there will be a discussion on some of the identified

intervention methods human resource managers utilize to reduce coercive management

practices.

Wallace et al. (2020) posed that having the ability to create a work culture of

acceptance, dignity, and respect are not inherent in leaders, but applied behavioral

scientists in leadership and development have a role in developing leaders. Wallace et al.

offered several suggestions for implementing development programs to reduce coercive

management. The first suggestion was that managers should rely on formal instruction

and ensure that their programs include other elements outside of acceptance, dignity, and

respect to reinforce development relationships and experiences. The second suggestion

Wallace et al. provided was that managers should implement in-person programs that

leverage diverse teaching, coaching, and mentoring programs.

Wallace et al. (2020) also recommended that managers provide the opportunity

for employees to be challenged. The challenging experiences may help develop skills for

creating a culture of acceptance, dignity, and respect while also including the opportunity

to practice effective communication, participate in teams, and engage with those who are

perceived as coercive managers. The last recommendation Wallace et al. provided was

for human resource managers to assess the learning outcome. The assessments should

incorporate affective, cognitive, and behavioral learning outcomes that support skill

building and leadership identity. Wallace et al. noted that these practices will become

accepted norms and shared values of the organization, transforming the culture of the

organization to one that will not tolerate coercive management.

Management Training

Even though there may not be a solution to ending coercive management

practices, there are various strategies that human resource managers can incorporate to

lower coercive management practices. Mostafa (2019) conducted a study that examined

the role of coercive management, and the impact coercive management has on moral

courage. The results of the study showed that coercive management is negatively

associated with moral courage. Also, the researcher found that when moral efficacy is

high, the negative association between coercive management and moral courage is

reduced. Mostafa’s research pose that human resource managers should avoid hiring

managers who are known to mistreat employees and display coercive practices. The

researcher recommended using integrity testing that include questions related to the

treatment of employees when hiring managers. Furthermore, human resource managers

should offer training to manage hostile behavior and consider follower moral efficacy

when matching managers with followers. Being that coercive managers are not easily

identified, Mostafa suggested that methods such as employee feedback and 360-degree

appraisals may assist in identifying coercive managers.

Eissa et al. (2019) conducted a quantitative study tested a moderated-mediation

model that outlined the process of coercive management based on the stressor-emotion

model of counterproductive work behavior. Also, the researchers argued that employee

organizational citizenship behavior plays an important role in predicting coercive

management. Eissa et al. argued that employees’ interpersonal deviance prompt negative

emotions from managers which leads to managers engaging in coercive management

behaviors. Eissa et al. provided several recommendations for human resource managers

to reduce coercive management behaviors. First, the researchers suggested that human

resource managers find effective strategies to reduce norm-violating behaviors of

employees by including organizational norms into employee orientation programs.

Interactive training may enable employees to understand the consequences of deviant

behaviors. The second recommendation provided was that human resource should train

and coach managers on the ethical way of dealing with a deviant employee. To ethically

manage the issue of deviant employees, managers should gather relevant facts, apply

code of conduct, and clearly communicate mechanisms to report grievances.

Pratiwi et al. (2021) proposed the implementation of a coercive intellectual

leadership development model driven by organizational learning. The coercive

intellectual leadership development model may increase the need for achievement and

maximize performance. Pratiwi et al. posed that implementation of coercive intellectual

leadership developmental model is indicated by the leader’s ability to map individual

learning, inspire others, display honest behavior, and ability to be a firm thinker. Also,

the researchers highlighted that coercive intellectual leadership is influenced by the

learning process, which is discuss and analyze, seek knowledge and skills, review new

information and data, and develop new protocols and testing methods.

Baloyi (2020) noted that individuals who aspire to be in managerial roles require

training on ethics and morals. Potential managers gaining skills that enable them to

manage ethically and effectively is important. Baloyi added that training is a necessity to

understand the purpose of ethical management even though coercive managers may not

willingly participate in training that is designed to change their style to align with the

interest of others.

Consider Perceptions of Coercive Management

Employee perceptions of coercive management require the use of self-control

capacities to regulate employees’ responses to their managers (Mackey et al., 2018).

Schyns (2021) examined the relationship between trait suspicion and the perception of

coercive management by conducting two studies, a survey study, and an experimental

vignette study. The purpose of the two studies were to examine the effects of suspicion

on the perception of coercive management. Schyns’ (2021) first study was conducted

from a sample of 103 participants who were employed full-time and worked under a

supervisor during the time of the study. The instruments assessed for the study were

suspicion, implicit leadership theories, and coercive management.

Schyns’ (2021) second study was conducted from a sample of 243 participants.

Also, the same instruments used in the first study were used for the second study. The

findings of the second study indicated that suspicion is significantly correlated to the

perception of coercive management. Schyns (2021) argued that implicit theories can

increase the effect of suspicion on the perception of coercive management. The

researcher suggested that human resource managers should consider including follower

characteristics such as suspicion that are known to influence the perception of

management behavior. Schyns also added that when employees perceive managers as

coercive, conducting a follow-up and taking necessary measures to prevent coercive

management practices is crucial.

Employee-centered human resource management perspective advocates that

employees can act as active or proactive members and shape their own mind through

perceptions and observation of human resource practices (Luu, 2019). Employees’

perceptions and attitudes toward their manager can create positive or negative feelings

toward their managers which can affect the organization’s work environment (Palmer &

Dillard, 2019). Luu (2019) provided several recommendations for human resource

managers to transition to an employee-centered human resource perspective. First, it was

recommended that organizations build a discretionary HRM system within their HRM

strategy and human resource managers should partner with other managers to

communicate the HRM strategy into practice. The second recommendation was that

organizations should ensure that the HRM system and managers remain consistent

toward employees. Lastly, Luu suggested that human resource managers design and

launch leadership training programs for managers at all levels to create a caring and

nurturing management style rather than a coercive one.

Transition

Section 1 of the study consisted of an explanation of the background of the

problem, problem statement, purpose statement, nature of study, research and interview

questions, and conceptual framework. The assumptions, limitations, and delimitations

associated with the study were identified as well. Furthermore, the significance of study,

contribution to business practice, and social implications of change were identified. Next,

an extensive review of academic literature review was conducted in which an in-depth

analysis of literature.

Section 2 consists of the purpose statement, my role as the researcher, and the

eligibility requirements for participants. Also, there will be a discussion on the research

method and research design, population and sampling, strategy for maintaining ethical

standards, data collection instruments and techniques, data organization technique,

reliability and validity, and analysis of data. In Section 3, I will discuss the results and

findings of the research, conclusion, and recommendations for future research.

Section 2: The Project

This qualitative multiple case study explored strategies human resource managers

in the health care industry use to successfully implement strategies to reduce coercive

management practices. The focus of Section 1 was to gain an in-depth understanding of

the leader-member exchange theory and the potential influence of management strategies

to reduce coercive management practices. In Section 2, I reiterate the purpose statement

and describe the research methodology and design. The section consists of an explanation

of my role as a researcher, participants of the study, and relevance of the chosen research

method and design. Also, I discuss population and sampling and ethical research. I

conclude Section 2 with a discussion of relatability and validity. The data collected may

be suitable for reducing coercive management practices in the health care industry by

understanding human resource management strategies.

Purpose Statement

This qualitative multiple case study explored strategies human resource managers

in the health care industry use to reduce coercive management practices. The target

population was comprised of four managers from four health care facilities located in the

Georgia region of the United States. These managers were selected because they have

successfully implemented strategies to reduce coercive management practices.

Implications for positive social change include a potential to boosts employee

commitment and reduce voluntary turnover, which in turn will reduce unemployment

rates and stabilize communities. Human resource managers in the health care industry

may contribute to social change through employees’ work-life balance and emotional

well-being.

Role of the Researcher

My role as the researcher entailed conducting interviews that enabled me to gather

information about strategies human resource managers in the health care industry need to

reduce coercive management practices. Bush et al. (2019) noted that qualitative research

offers the advantages of emergent design, exploration of a problem in a natural setting,

and ability to capture participants’ meaning through descriptions. Qualitative researchers

build on visual methods to explore phenomena and how people experience and give

meaning to the phenomena (Cristancho & Helmich, 2019). Qualitative researchers are

both interpreters and instruments of a study (Holland, 2020). Researchers in qualitative

studies provide insights into why people engage in certain actions and how they

experience them (Bush et al., 2019). The role of the researcher was fulfilled by adhering

to research standards and ensuring reliability and validity. In this multiple case study, my

role as the data-gathering instrument included conducting interviews and gathering

relevant documentation.

Researchers are likely to engage in discrimination if they fail to recognize their

own biases (Karagiozis, 2016). I do not have any experience working as a manager in the

health care industry, but I have managerial experience in retail, where I trained

employees on the daily tasks and business procedures. Also, I had the experience of being

employed under coercive management for 3 years in administrative work. It was

imperative for me to adhere to research protocol and standards throughout the study to

avoid expressing personal opinions.

I used the ethical principles noted by Institutional Review Board (IRB) to ensure

confidentiality and protection of the study participants and integrity of the research.

Ethical research on human subjects require that subjects give free and informed consent

to participate in a study (Jansen, 2020). I used the Belmont Report interview protocol for

the study. The Belmont Report entails providing a comfortable environment for

participants, explaining the purpose of the study, and receiving permission to conduct

interviews. Also, the Belmont Report influences responsibility in conducting research by

ensuring respect, beneficence, and just treatment of participants (Kowalski et al., 2017). I

mitigated bias and avoided viewing data through a personal lens during the interview

process. I avoided bias by paying attention to participants’ feedback to establish. I

mitigated bias by conducting multiple interviews for data collection.

Participants

The eligibility requirement for the study was that four human resource managers

from the four health care facilities must have successfully implemented strategies to

reduce coercive management practices. Each selected health care facility must have at

least 50 employees located in the Savannah, GA area. After receiving approval from the

IRB, my strategy for recruiting participants was to send them a message through

LinkedIn and via email. The first four participants who responded and agreed to

participate in the study was the method I employed to determine the participants of the

study. I used an interview protocol to avoid biases and asked all participants the same

questions. The participants’ experience and understanding of the phenomenon must be

considered when recruiting individuals to participate in a study (Liu & Lawrenz, 2018).

To establish a strong working relationship with the participants, I explained the

intentions and expectations for the study. Establishing a working relationship with

participants during the interview process is useful in retrieving valid information

(Kravets, 2019). Also, I continued to communicate with each participant who agreed to

participate in the study. I informed all participants that they were allowed to withdraw

from the study at any time.

Research Method and Design

Research Method

I chose the qualitative methodology for the study. Qualitative researchers seek in-

depth understanding of a social phenomenon within a natural setting (Klenke, 2016). The

qualitative method has been used to describe the “what,” “how,” and “why” of

phenomena (Hamilton & Finley, 2019). The qualitative methodology is appropriate for

the study because I explored managers’ experiences in a business setting. Researchers use

the quantitative methodology to identify and examine specific variables’ characteristics

or relationships within the context of the study (Park & Park, 2016). The quantitative

methodology was not appropriate for the research effort because examining potential

relationships among variables or using statistical analysis to test human behavior was not

the goal of my study. Mixed methods research use both qualitative and quantitative

perspective (Reily & Jones, 2017). The mixed method was not appropriate for the study

because my goal was not to examine variables’ characteristics or relationships.

Research Design

A multiple case study was conducted and was appropriate for the study because

the focus was on interviewing human resource management within four health care

facilities. The human resource managers of the four health care facilities chosen for the

study offered an in-depth understanding of similarities and differences in the strategies

implemented among some human resource managers in the health care industry. Multiple

case studies are time intensive and provide an in-depth description of the phenomena

under investigation (Civitillo et al., 2019). Case study methodology is a qualitative

approach in which the researcher explores real-life bounded systems through in-depth

data collection from multiple sources (Alpi & Evan, 2019).

Ethnographic, phenomenological, and narrative studies are qualitative research

designs that were also considered for the study. An ethnographic researcher attempts to

interpret the values, beliefs, and language of a specific group on individuals (Kassan et

al., 2020). An ethnographic design was not appropriate for the study because

ethnographic researchers study a culture of people to gain understanding of their

experiences and I did not be observe the culture a group. Phenomenological researchers

attempt to look beyond perceptions to discover how an event was felt and identify the

shared essence of the participants’ personal encounters with an experience (Papakitsou,

2020). A phenomenological design was not appropriate for the study because the purpose

was not to evaluate feelings about participants’ shared encounters. A narrative research

design was not appropriate for the study because narrative researchers collect stories from

people and make meaning of those stories between the researcher and participant

(Khwaja & Mahoney, 2019).

Population and Sampling

I used criterion sampling to evaluate data for my study. The eligibility criteria and

criterion sampling assisted in aligning the population. Criterion sampling may assist a

researcher to select participants that align with the study (Larsen, 2018). The population

for the study consisted of four human resource managers from four health care facilities

with at least 50 employees located in the Georgia region of the United States who have

successfully implemented strategies to reduce coercive management practices.

The experience of working in health care facilities was the qualification for

participating in the study. Too much data in a qualitative study can undermine the

researcher’s ability to conduct a thorough analysis (Ames et al., 2019). To determine the

number of participants in a qualitative multiple case study can be difficult from the

amount of in-depth information that a participant can give (Zhao et al., 2019). I ensured

data saturation by identifying common themes through the repetition of common words

and phrases.

Ethical Research

Conducting ethical research is important for protecting participants in a study.

Hamid and Widjaja (2019) noted ethical research enhance research practices and

behaviors. Ethical methods are used by researchers to improve the interview process,

encourage communication, promote awareness of the business phenomenon, record

accurate responses, and avoid personal bias (Fish, 2019). As the researcher, I

implemented protocols that ensured confidentiality and did not cause harm to the

participants. Also, I recruited participants who met the criteria through email and asked

each participant who consented to the study reply with I consent. Once I received the

participants’ response confirming their consent, I emailed each of them a consent form to

complete within 24 hours. The consent form outlined the risks and benefits of

participating in the study. If the participants agreed to move forward with the study, I

asked that they reply with I consent once again. Each participant had the option to save a

copy of the consent form for their own keeping.

Participation in the study was voluntary and each participant had the option to

withdraw from the study verbally or in writing. Information about withdrawing from the

study was included in the consent form. Individuals who participated in the study did not

receive compensation of any form which was also included in the consent form.

To ensure the protection of the participants and uphold ethical standard, I

obtained approval from the IRB before collecting data from participants. After I received

IRB approval, I contacted the participants who met the criteria of the study and had

consented. To ensure confidentiality, I implemented a coding system using a letter-

number method such as P1, P2, P3, and P4. I secured the information of the participants

and their organizations. This information will be secured for 5 years as required by

Walden University, then all documentation will be shredded after the 5-year duration.

Data Collection Instruments

As the researcher, I was the data collecting instrument for the study. I conducted a

semi-structured phone interviews with each participant and asked eight open-ended

questions (see Appendix B), which explored strategies that some human resource

managers in health care facilities implement to reduce coercive management practices.

Qualitative researchers gather data from interviews that can be coded using thematic

analysis (Quintao et al., 2020).

I contacted the participants via email (see Appendix C), after IRB approval, to

recruit individuals for the study. If I did not receive a response within 3 business days, I

followed up with another email. If the participants agreed to the study, they responded by

stating I consent. Then, I emailed a consent form that outlined the risks and benefits of

the study and explained the participants’ option to withdraw from the study. If the

participants understood the expectations of the study, they responded by stating I consent.

The participants were allowed to maintain a copy of the consent form. To ensure that

participants are comfortable, and their privacy protected, I allowed each participant to

choose a specific time and date for the phone interview. I allotted approximately 30

minutes for each interview and allowed more or less time depending on the participants’

response. All participants were asked the same questions.

I enhanced reliability and validity of the data collection using the member

checking technique through each phone interview. I read the information provided by the

participant to ensure that the information received was accurate. According to Brear

(2019), researchers use member checking to improve accuracy, credibility, reliability, and

validity of the study. Naidu and Prose (2018) added that member checking is a way of

validating the participants’ responses by having participants confirm the accuracy of the

information and conclusions of the study. The participants in the study validated the

authenticity of their interview.

Data collection is important for gathering information needed to answer the

research question pertaining to what strategies human resource managers use to reduce

coercive management practices. An interview protocol was used to ensure consistency in

research and avoid distractions from the purpose of the study. I followed an interview

protocol (see Appendix A) with each participant and evaluated the interview questions.

Data Collection Technique

For this qualitative multiple case study, I was the primary data collector. The

study consisted of semi-structured phone interviews, reviewing company handbooks and

training manuals, and audio recording. To collect data, I used the iPhone voice memo

application and Microsoft Excel to transcribe the data. Companies may benefit from

various data collection techniques when identifying strategies to reduce coercive

management practices. Qualitative researchers use various data collection techniques to

ensure reliability, validity, and quality of the study (Silva et al., 2019). I conducted,

approximately, a 45-minute phone interview with all four participants and asked eight

open-ended questions. During each interview, I took notes to capture pertinent

information from participants’ responses and reviewed company handbooks and training

manuals to gather in-depth information on the policies of each facility and the

expectations of employees and managers. I requested access to company handbooks and

training manuals from each participant.

After receiving IRB approval, approval number 02-23-22-1009413, I recorded

each participants’ response through audio recording and analyzed the companies’

handbook and training manuals. Yin (2018) noted that open-ended questions in

qualitative multiple case studies provide more in-depth and reliable data. A pilot study

was not necessary for the study because I tested data before the research to determine if

the information was valid. I contacted the participants for a 15-minute follow-up

interview before completing the data collection process to ensure the validity of

responses. The follow-up interview entailed participants sharing additional information

and reviewing responses to each interview to avoid misinterpretations. Member checking

is a process that confirms and validates that the data collected from the interview is

collected (Naidu & Prose, 2018). No changes were made to the responses of the

participants.

Data Organization Technique

Keeping record of an organization’s data is an important aspect of the study. As

the researcher, I was the primary data collector for the study. Todorov et al. (2019) found

that organizing data is necessary in qualitative studies. Yin (2018) noted that data

organization enhances the understanding of the researcher’s findings. I used the letter-

number method which protected the identities of the participants and their companies.

Themes were created based on the responses from participants. I deleted all recordings

once the data was transcribed to ensure confidentiality. Each statement was recorded,

examined, and kept on a flash drive. Each recording was labeled based on the letter-

number coding used to identify each participant.

Each interview was recorded, retrieved data was examined, and the data collected

was kept on a flash drive. Yuan et al. (2018) suggested that researchers secure the data

collected from participants for five years. I will abide by research ethics by maintaining

record of the participants’ identities and information for five years. As the primary data

collector, I was the only authorized individual who had access to retrieve information.

After five years of completing the study, I will delete the data by destroying the flash

drive and shred all documents retrieved from the interviews. Todorov et al. (2019)

identified that protecting participants’ information for five years is an important principle

of research ethics.

Data Analysis

Methodological triangulation was the most appropriate data analysis process for

the study. Methodological triangulation consists of the use of qualitative multiple case

study which requires data validation (Fischer & Van de Bovenkamp, 2019). The data

analysis process for the study consisted of gathering documentation from the companies,

collecting and transcribing data, letter-number coding, member-checking, and conducting

in-depth interviews. I retrieved and exported all data including phone interviews,

company handbooks and training manuals, and member-checking results into Microsoft

Excel. Next, I explored data converted into Microsoft Excel and conducted a manual

check. Then, I organized and evaluated each theme as a representation of the manual

analysis. The information explored in Microsoft Excel was imported into a data analysis

software. Yin (2018) noted that qualitative analysis entails gathering data, evaluating

data, understanding data, identifying data, and concluding the data.

A logical process for analyzing data was to implement an exploration of data after

interviewing and gathering documentation such as handbooks and training manuals from

the participants. I used Microsoft Excel to develop themes which were identified through

the data analysis and sections from the literature review. Researchers use Microsoft Excel

to generate themes and patterns (Briones & Escola, 2019). The primary purpose of the

data analysis was to identify themes that answered the research question of the study.

Excel is beneficial because the software helps the researcher sort, filter, and search for

data (Collins, 2019). My objective for the study was to identify themes based on the

experiences of the participants.

The conceptual framework for the study was the leader-member exchange theory.

I evaluated data considering the leader-member exchange theory, which included

identifying the various types of relationships that exists between employees and

managers. Analyzing employee-manager relationships and identifying human resource

management strategies through leader-member exchange theory assisted in creating

themes that supported reducing coercive management. I explored strategies to reduce

coercive management practices through the lens of the leader-member exchange theory

by supporting and opposing themes in the literature review. I confirmed the authenticity

of the data through member checking and evaluate the data by the consistency of themes

in the literature review.

Reliability and Validity

Qualitative researchers implement trustworthy and sustainable approaches to

ensure reliability and validity (Yin, 2018). Reliable and valid methods were used to

authorize the findings of the research. Reliability encompasses the accuracy of a study

while validity entails creditability, transferability, confirmability, and data saturation

(Ertugrul-Akyol, 2019).

Reliability

To ensure dependability within reliability, I engaged participants in member

checking by validating the data and evaluation interpretations of responses from the

interviews. Member checking involves validating data, evaluating interpretations, and

developing conclusions from interviews (Madill & Sullivan, 2018). Member checking

ensures the accuracy of data collection (Iivari, 2018). I used an interview protocol (see

Appendix A) to avoid bias and ensure consistency. Consistency and reliability are based

on the quality of a study. Atilgan (2019) noted that qualitative researchers use strategic

notes to obtain dependability of the study. Akbiyik and Senturk (2019) noted that

researchers use reliable documents as tools to ensure dependability and reduce

fabrication.

Validity

Credibility

Qualitative researchers should ensure a study’s validity through credibility,

transferability, confirmability, and data saturation (Engelberg & Gouzoules, 2019).

Member checking was administered after data evaluation to ensure reliability. The study

findings must be credible to uphold validity in research. Researchers should become

adept at using use-of-self techniques to improve their credibility as practitioners and

researchers (Shufutinsky, 2020). I used peer-reviewed literature to increase validity. After

evaluating the collected data, member checking was conducted for credibility. As part of

the member checking process, a phone conference was scheduled to read the participants’

their responses to verify if additional information is needed.

Transferability

The role of a researcher is to provide accurate information for future research.

Transferability offers readers evidence that a study’s findings may be relevant to other

content and situations (Essa et al., 2019). The researcher needs to be able to transfer the

findings of a study to other content and situations (Ferrando et al., 2019). Data collection

and organization methods were used to remain consistent and increase transferability.

Confirmability

Confirmability consists of relevant instruments, processes, and collected data in

qualitative research (Haven & Van Grootel, 2019). Participants may shape the findings of

a research through responses rather than the researcher’s bias. Confirmability also

involves eliminating personal viewpoints and contains neutral and direct data (Korsjens

& Moser, 2018). To ensure confirmability, I used methodological triangulation to

confirm the findings from multiple sources which provided a high confidence level in the

study findings. I obtained company handbooks and training manuals from the health care

facilities which provided aid in the exploration of strategies some health care managers

use to successfully reduce coercive management practices.

Data Saturation

Data saturation indicates that a researcher concludes the transferability and

confirmability of a study. Data saturation is the stage at which no additional data emerge

from the information collected (Yin, 2018). Obtaining data saturation consists of

processing the data evaluated and assists with validating dependability of a study

(Hennink, et al., 2019). To fulfill data saturation, I utilized multiple data collection

techniques such as semistructured phone interviews, note taking from participants’

interviews to gather key information, and member checking. After the interview process

is complete, the responses of participants were transcribed and authenticated for member

checking to ratify the interpretations. Also, I verified that no new information is

necessary to ensure accuracy of the explanation for data saturation.

Transition

The objective of this study was to explore strategies that some managers in the

health care industry use to successfully implement strategies to reduce coercive

management practices. In Section 2, I reiterated the purpose statement, my role as the

researcher, and the eligibility requirements for participants. Also, I discussed the research

method and research design, population and sampling, strategy for maintaining ethical

standards, data collection instruments and techniques, data organization technique,

reliability and validity, and analysis of data.

In Section 3, the results and findings of the research were discussed. The section

began with the purpose of this study, presentation of findings, application for professional

practice, and implications for social change. Also, a discussion of recommendations for

future research and reflection of my experience as a researcher are included. Lastly, the

section consists of a summary and conclusion of this study.

Section 3: Application to Professional Practice and Implications for Change

Introduction

The intent of the qualitative multiple case study was to explore strategies that

some human resource managers in the health care industry. The focus was on the

successful implementation of strategies to reduce coercive management practices in the

health care industry. I conducted telephonic semistructured interviews with four human

resource managers from four different organizations in the Savannah, Georgia area to

collect data. The themes that emerged from the interviews were improving

communication, promoting teamwork, and improving management support.

The four human resource managers interviewed in the health care industry used

strategies to reduce coercive management practices. Human resource managers using the

findings of this study might contribute to positive social change by reducing

unemployment rates and stabilizing communities through boosting employee

commitment and reducing voluntary turnover. The findings of this study may be of use to

other industries because of the human resource manager approach to reducing coercive

management practices.

Presentation of Findings

In this study, I conducted telephonic semistructued interviews with four human

resource managers from four different health care facilities in the Savannah, GA area.

The participants answered the research question: What strategies do human resource

managers in the health care industry use to reduce coercive management practices? The

interviews allowed the participants to share experiences and knowledge of strategies used

to reduce coercive management practices. Company handbooks and training manuals

were reviewed to gain insight on the objectives of each health care facility and the

expectations of employees and management.

Before conducting the interviews, each participant was reminded that

participation was voluntary, and they were allowed to withdraw from the study at any

time. Also, the participants were informed that the interview would not cause harm and

each participant’s identity would be confidential and not released. The information

collected consisted of interview audio recordings and notations. Using the interview

protocol, each participant was asked the same question in the same order, which enabled

consistency and avoided any bias.

After collecting data, the information was transcribed using the letter-number

codes and interpreted the audio recordings. The transcribed interviews were uploaded in a

Microsoft Excel spreadsheet. A follow-up telephonic interview was conducted for each

participant for member checking to authenticate the interpretations of the collected data.

After analyzing and gathering data, three themes were identified: communication and

engagement, improving management support, and management training. The identified

themes aligned with the conceptual framework of Dansereau et al.’s (1975) leader-

member exchange theory and some of the peer-reviewed studies from the literature

review.

Theme 1: Communication and Engagement

The first theme identified was communication and engagement. Each participant

stated that communication was the key factor in reducing coercive management practices.

The participants also noted that employees maintain a positive attitude when managers

communicate in an effective and respectable manner. P1 stated that “communication is

essential in order to control coercive management practices. Management should

communicate with employees in a positive manner rather than an aggressive tone.” P2

stated,

As a manager, you have to understand that all employees are different and cannot

be treated the same. Employees respond to the behavior of a manager. There have

been times when employees outside my department have approached me for

advice rather than their appropriate supervisor because I have established a

trusting relationship with all employees, which makes employees more

comfortable to communicate their issues or concerns with me. Most managers

hold the belief that titles instantly grants respect and that is not true. An employee

respects a person of leadership because that person has respectable characteristics.

P3 explained that “communication requires a conversation between management and the

individual(s) with concerns. Most of the time managers make the mistake of discussing

all issues with everyone in the organization rather than with just the individuals

involved.” P4 asserted that “positive coercive communication may be necessary in the

beginning for a manager to establish their position and expectations, so employees know

what to expect. However, overtime, softening the coercive style is important. Employees

may not be receptive to a soften manager who transitions into a coercive manager

because employees may perceive the manager as a fake.”

P2 and P3 elaborated on the topic of communication by explaining how

communication plays in integral role when addressing coercive behaviors. P2 stated,

I have a protocol that I follow when dealing with coercive management issues. First,

management receives a verbal warning. Secondly, a private meeting is called with

the manager to discuss the issue that is resulting in coercive behaviors and we reach

an agreed upon solution that will satisfy my expectations of the manager and satisfy

the needs of the manager. This agreement is documented and signed by both parties.

My last option is to conduct a formal write-up if management’s behavior has not

improved. This is why communication is crucial because if I reach the stage of a

formal write-up, I can go back and show the manager everything that has been

discussed and agreed upon that he or she did not adhere to.

P3 stated, “No conflict should be left unresolved or discussed at a later date.” P3

further explained that each conflict or issue should be addressed in the moment of

occurrence, discussed privately, and documented. Also, P2 and P3 both noted the

implementation of an open-door policy that welcomes all management and employees to

freely discuss various concerns, issues, or ideas. P1 stated, “When management is the

underlying issue, some employees are fearful of filing a complaint because they feel their

jobs may be at risk. As a human resource manager, I feel it is necessary to make

employees aware that they can freely report any managerial issues directly to me without

consequences.” P4 took a slightly different approach from the other participants. P4 noted

that when coercive management is reported, the manager who was reported is transferred

to another department. If the manager is reported for a second time, a meeting takes place

to discuss the manager’s behavior and what actions may take place if the behavior

continues. Methodological triangulation consisted of the companies’ handbooks and

training manuals. After thorough review of the documentation received from each

participant, I identified that business meetings and employee feedback serve a vital role

in the communication and engagement efforts of human resource managers.

Theme 2: Improving Management Support

Each participant noted that managerial support is one of the most important

aspects in the health care industry to avoid coercive management and, at the present time,

to cope with the experience of dealing COVID-19. The pandemic has taken a toll on the

health care workers both physically and mentally. P2 stated, “We are all in this together

and we have to be supportive of each other. Conducting a simple check on managers and

employees go a long way in my facility.” P2 explained his implementation of the

employee goal guide in which management and employees are required to fill out,

outlining their goals for the month and the steps they are going to take to achieve the

goals. P2 requires all employees to have a goal regardless if the goal is big, small, work

related, or non-work related. P2 receives a copy from each manager and employee and

checks in with them on their progress throughout the month. P1 stated, “I make mental

health a priority now since COVID struck us. At least twice a month, I have a meeting

with all employees and managers to conduct a mental health check. In these meetings, we

simply talk about anything that may be on their minds whether it is work-related or

personal.” P3 and P4 both take the approach of reiterating to employees and managers

that they are allowed to discuss any work-related or personal issues with them privately if

necessary.

All participants noted that, aside from COVID, managerial support is imperative

to the work efforts of employees and acknowledging good work is important. P1 stated,

“Employees should not receive recognition only when they make mistakes or lack in

performance. Negative recognition drives morale completely down. Employees deserve

to be recognized for their achievements and contribution to the organization.” P1 and P2

noted that reward systems and offering managerial support are great initiatives to boost

morale. P2 stated, “Employees should be motivated to come to work. For example,

employee of the month awards are great strategies to promote productivity and motivate

employees to not only meet expectations but exceed expectations.” P3 posed that

sometimes employees may feel overwhelmed with work, which is why offering support

from management is imperative to help employees by either removing some of the

workload for their tasks or encourage them to do their best. Also, this participant noted

that some managers fail to understand that telling an employee they are doing a good job

is a reward in itself. P2 and P4 emphasized the managerial support can stem from being

open to receive feedback from employees, whether it is constructive criticism or ideas to

improve work processes, because management need support from employees also. P4

further noted that feedback from employees can help management control their behavior

and approach if they hear it directly from the employees. P2 stated, “Management need to

understand that empathy and support is vital in establishing a relationship with employees

because it shows the employee that they are valued.”

Theme 3: Management Training

Management training was the third theme that emerged from the study. Each

participant shared their perspective on the impact and importance of management training

to reduce coercive management practices. The participants indicated that the costs

associated with coercive management practices were time, money, and voluntary

turnover.

P1 elaborated that in order to overcome coercive management practices, her

facility implemented a management training program that cost a great amount of time and

money to incorporate. The program was designed to familiarize management with the

culture of that specific facility and outline the expectations of management from a human

resource management perspective and the employees’ perspective. P1 revealed, “Because

of the experience with coercive management in the past, we had to spend approximately

$8,000 in management training programs and lost around ten valuable employees. After

we implemented the training programs, we noticed a positive tremendous change in

managements’ behaviors and an increase in the retention rate.” P3 noted the importance

of training managers at the start of their employment. The participant asserted that

training managers from the beginning is an effective strategy to reduce coercive

management practices because the training set boundaries for management. P3 stated,

“When you set the rules and expectations from the beginning, one usually does not

occupy additional time later on to re-train management. Also, the importance for others

to speak up when they witness management displaying coercive behaviors is vital so it

can be addressed immediately. My way of viewing management training is to train

managers as they progress. Anytime managers do something wrong or make a mistake, I

address the issue in that moment so they will know what they did was wrong.”

P2 discussed the need and importance to conduct training sessions for current

managers at least twice a year to ensure that management remains consistent. Ongoing

evaluations and adjustments are necessary to avoid coercive management practices. P4

emphasized that employing managerial training programs display the balance in the

organization and shows that not one individual is more important than another. P2 stated,

“Managers need refreshing too. Sometimes, the need to sit back, regroup, and remind

yourself what your purpose is as a manager is essential. Also, employee feedback is an

effective training for managers as well.” P4 stated, “In this particular setting, we do not

create the traditional training programs for managers. If managers begin to lack and

display negative coercive behaviors, we must make changes to the organizational

structure in which the manager is moved to a more relaxed unit that requires limited tasks

and, eventually, work their way back up.”

Relevance of the Findings to the Literature

Three themes emerged from the data analysis that answered the research question:

What strategies do human resource managers within the health care industry use to

reduce coercive management practices? The themes consisted of communication and

engagement, improving management support, and management training in the health care

industry. The human resource managers’ responses indicated that each manager used

various strategies to reduce coercive management practices in the health care industry.

One of the primary components to reducing coercive management practices was effective

communication between management and employees. According to Doe et al. (2020),

governance is essential in preventing or solving problems associated with coercive

management behaviors.

The first theme that emerged from data analysis was communication and

engagement. Dai et al. (2018) posited that effective communication contributes to the

daily operation, promotes organizational benefits, and avoids workplace accidents.

Managers should effectively communicate and engage with employees by establishing a

comfortable working environment. All participants noted that open communication and

engagement are effective strategies for reducing coercive management practices. Health

care managers could use communication as an option to control attrition and optimize

performance of employees (Dalal et al., 2021). Effective communication between

management and employees can influence employees’ work performance, which is an

essential component of a health care organization’s effectiveness. Managers can support

employees in maintaining positive emotions by developing an encouragement plan at the

start of each workday and reduce obstructions to work demands such as workload (Wang,

2022). The results of the study suggested that human resource managers who prioritize

communication and engagement strategies may employ communication and engagement

strategies to reduce coercive management practices in the health care industry.

Improving management support was the second theme that emerged from the data

analysis. Manager support is the degree to which managers appreciate the contributions

of its employees and care about their welfare (Wassem et al., 2019). Human resource

managers play a primary role in increasing employees’ abilities and in establishing an

efficient work environment through the development of training programs. Arshad et al.

(2021) postulated that managerial support can enhance employees’ discretionary

behavior, which may provide social settings that support the achievement of

organizational goals. Managerial support may take on different forms including

communication, involving employees in decision-making, promotions, recognizing

achievements, and providing feedback to employees. The study’s results suggested that

human resource managers who value managerial support may use the managerial support

strategies that reduce coercive management practices.

Management training was the third theme that emerged from the data analysis.

Management training is necessary in the effort to reduce coercive management in the

health care industry as well as increase productivity amongst employees. Managerial

training is significant to develop human resources for both public and private

organizations (Sahni, 2020). Panagiotakopoulos (2020) found that management training

had a positive impact on organizational performance, improved productivity, and

enhanced employee satisfaction. Managers may contribute to both uncovering the effects

of manager interventions and retrieving knowledge about how to design effective

interventions to strengthen employee health and well-being by applying evidence-based

training (Kuehnl et al., 2019). Based on this study’s results, human resource managers

that effectively employ management training tools or programs can increase productivity

and reduce stress in the workplace.

Relevance to Conceptual Framework

The conceptual framework for this study was the leader-member exchange theory.

The leader-member exchange theory was chosen to understand the relationship

components that link the manager and employee in the health care industry to reduce

coercive management practices. Dansereau et al. (1975) identified trust, loyalty, support,

respect, and obligation are key constructs that link the relationships between managers

and employees. In high quality leader-member exchange, managers support employees

beyond general expectation, so the employees are more engaged in their work (Liao et

al., 2019). P2 specifically discussed the importance of establishing a relationship with

employees and being supportive of employees to create an environment of trust and

respect. P1 and P3 addressed the need for managers to take the initiative to communicate

with their employees so they can open opportunities to establish a relationship with

employees. The participants’ responses aligned with the leader-member exchange theory,

showing how leader-member relationships can influence the culture of the work

environment.

The identified themes in the study align with the leader-member exchange theory.

The themes identified were communication and engagement, improving management

support, and management training. Each participant discussed the need for managers to

have a balanced relationship with employees that focus on achieving organizational goals

and the well-being of employees. Management involves showing concern for employees

and take account of their needs. Ruzgar (2018) noted that when employees feel they are

members of outer group, they contribute to the organization at a minimum level and

display low performance.

Application to Professional Practice

Enhancing the relationship between employees and management is an ongoing

issue within most health care organizations. Health care organizations will need to

identify and implement different strategies to reduce coercive management practices.

Reporting systems, office structures, and job classification impact the possibility of

coercive management behaviors occurring in an organization (Doe et al., 2020). The

findings may be relevant to human resource managers in the health care industry. The

study findings are relevant to human resource managers to maintain a productive work

environment by reducing coercive management practices.

Human resource managers may use the findings to enhance the relationship

between managers and employees by implementing communication and engagement,

improving management support, and management training. Human resource managers in

the health care industry who choose to implement the three themes may experience

positive work behaviors and productivity from employees. If managers choose to

harmonize an environment without increasing dissatisfaction and turnover, they need to

consider the psychological security of employees by providing a safe environment for

employees to ask, analyze, and solve work-related issues (Eivazzadeh & Nadiri, 2022).

Human resource managers in the health care industry may find this study valuable

because it offers solutions to reduce coercive management practices.

Implications for Social Change

Reducing coercive management practices which increases productivity and

reduces work-related stress has positive implications for social change. The implications

for social change include that some human resource managers in the health care industry

may increase productivity and enhance employee morale by reducing coercive

management practices, which may stabilize the community by decreasing unemployment

rates. An increase in employment opportunities may result in employees being able to

provide a stable financial living environment for their families. Iqbal et al. (2022) posed

that coercive management and cognitive distraction might increase employee turnover

intention. Erdal and Budak (2021) suggested that coercive management negatively affects

job satisfaction and senior management should introduce measures to control coercive

management practices. The study findings may influence social change for employees

and their families, providing stable financial living conditions.

Human resource managers may have other positive impact on social change by

removing coercive management behaviors. High turnover rate disrupts the processes and

functioning while also incurring costs in recruiting and developing new employees (Iqbal

et al., 2022). Ozkan et al. (2022) suggested that supporting employees with in-service

training and building resistance against coercive management behaviors will be beneficial

for the effective operations of an organization. Saleem et al. (2021) recommended

committed employees can decrease the adverse effects of coercive management practices

by concentrating on their work and achieving organizational goals.

Recommendations for Action

Human resource managers can use the findings discussed in this study to reduce

coercive management practices which enhance productivity. The findings are useful to

both human resource managers and employees that have experienced coercive

management practices in their organizations. Human resource managers in organizations

can understand how to link the leader-member exchange theory to reduce coercive

management practices. Given the negative impact of coercive management practices,

human resource managers can implement the following strategies to reduce coercive

management: enhance communication and engagement, improve management support,

and promote management training.

Human resource managers should encourage communication and engagement to

provide a comfortable environment for employees to express their opinions and

experiences with coercive managers. Heathy communication in organizations can bring

employees’ satisfaction and have a positive impact on their performance (Damghanian &

Ghaleroudkhani, 2022). Human resource managers who create an open work

environment give employees the opportunity to discuss identified coercive management

behaviors before the issue worsens. Poor communication may increase workplace stress.

Managerial support has also been a factor in creating coercive management

practices. Managerial support and acknowledgement of employee work efforts is

imperative. Organizations that lack managerial support may see a decline in employee

performance and job satisfaction. Managers have a direct impact on employees’ day-to-

day environments and can be a major cause of turnover, poor engagement, stress, and

health issues (Yadegari, 2022). The presence of managerial support will provide a means

to avoid coercive management practices and may convince employees that they are

valued in an organization. Additionally, support from management may require managers

to allow employees to utilize their own skills and abilities to successfully perform their

job duties.

Management training is essential in improving the skills of a manager. Some

training programs focus on communication skills, employee engagement, and teamwork.

Managerial training is a primary component of human resource development for

investigating the influence on employees and organizational performance (Sahni, 2020).

With the help of managerial training programs, managers tend to treat employees better

by increasing motivation, promoting teamwork, and recognize achievements. Depending

on the nature of the work environment, managerial training programs should be chosen

based on the needs of the organization.

Recommendations for Further Research

Further research can be expanded based on the limitations of the study. One

limitation of this study is that data was collected only from four human resource

managers who are employed in the health care industry. Future researchers can seek to

expand data collection from a larger group of participants from other industries. The

perspective of a larger group may differ from a small sample size. The findings from this

study may not be applicable to a large group of participants. Future studies should

contain findings from other industries and different cultural environments in the way

coercive management practices are handled. Additionally, future researchers could

conduct further research by getting coercive management perspectives of both managers

and employees to obtain more in-depth data.

Reflections

When I began my doctoral journey, I knew that I was starting a new chapter in my

life and in the process of achieving my goal of obtaining a doctoral degree. My

experience with pursuing a doctoral degree has taught me how to be patient and to not

minor setbacks stand in the way of achieving my goal. This journey has been life

changing and fulfilling because I have learned so much about myself and capabilities.

Achieving my DBA is sentimental to me because I want to be an example to the

generations after me and make sure they understand that anything is possible if you have

faith and work hard.

I was able to gain so much knowledge throughout my doctoral journey. I was able

to gain a plethora of knowledge of the health care industry and their strategies for dealing

with coercive management practices. The data collection process revealed that human

resource managers in the health care industry have different issues with coercive

management and must handle each issue differently. However, the approaches each

human resource manager took to resolve coercive management practices were similar and

effective.

Conclusion

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. Coercive management is detrimental to employee engagement, turnover, and

counterproductive work behaviors. Human resource managers need to implement

strategies to reduce coercive management practices so that employee engagement,

turnover, and counterproductive work behaviors will be less prevalent in the health care

industry. The goal of this study was to explore strategies that human resource managers

in the health care industry use to reduce coercive management practices. Communication,

management support, and management training were the three themes that emerged from

the study findings as strategies to reduce coercive management practices.

Coercive management in the health care industry has damaged the positive

working environment in the health care industry. The leader-member exchange theory

provided insight on the key components that link employee-manager relationships: trust,

loyalty, support, respect, and obligation. The study findings revealed the need for

communication, support from management, and management training to reduce coercive

management practices. Furthermore, human resource managers affected by coercive

management practices can use study findings to enhance employee engagement, reduce

voluntary turnover, and increase productivity.

Human Resource Managers’ Strategies to Reduce Coercive Management Practices.

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