Human Resource Managers’ Strategies to Reduce Coercive Management Practices

Coercive management is a detrimental phenomenon in the health care industry that negatively impacts the organization and employees. Human resource managers in the health care industry who fail to identify and implement strategies to reduce coercive management practices experience poor employee engagement, increased voluntary turnover, and counterproductive work behavior by employees. Grounded in the leader-member exchange theory, the purpose of this qualitative multiple case study was to explore strategies human resource managers in the health care industry use to reduce coercive management practices. The participants were four human resource managers from the health care industry in Georgia who successfully developed and implemented strategies to mitigate coercive management practices. Data were collected from semistructured interviews, company handbooks, and training manuals and analyzed using methodological triangulation. The themes that emerged were communication and engagement, improving management support, and training. A key recommendation is for managers to communicate and engage with employees, provide managerial support, and receive managerial training as strategies to reduce coercive management practices. The implications for positive social change include the potential to boost employee commitment, reduce voluntary turnover, decrease unemployment rates, and stabilize communities

Leadership Strategies for Implementing Organizational Change

Change initiatives within the heating, ventilation, and air conditioning (HVAC) industry fail because business leaders are not successful in implementing change readiness strategies. Grounded in transformational leadership theory, the purpose of this qualitative multiple case study was to explore the strategies that some leaders in HVAC companies use to implement change initiatives successfully. The participants consisted of 4 business leaders from 4 HVAC companies who successfully implemented change initiatives within their organization. The 4 businesses have fewer than 100 employees located in Charlotte, North Carolina. Data collection procedures included semistructured interviews and a collection of organizational documents. Validating the study consisted of using member checking and methodological triangulation. From the collected and analyzed data, 4 themes emerged: improving leadership support, enhancing stakeholders’ involvement, improving communication, and strengthening organizational culture. A key recommendation includes open communication that allows stakeholder involvement. Implications for social change include the potential effect on individual growth, communities, organizations, and culture. The implementation of successful organizational change initiatives could lead to creating jobs, increasing incomes, and stabilizing the economy