Hr manager's perceptions of the hr function and workplace bullying in the health sector in New Zealand and Turkey
Başlık çevirisi mevcut değil.
- Tez No: 843102
- Danışmanlar: Belirtilmemiş.
- Tez Türü: Yüksek Lisans
- Konular: Sağlık Eğitimi, Sağlık Yönetimi, Sosyal Hizmet, Health Education, Healthcare Management, Social Work
- Anahtar Kelimeler: Belirtilmemiş.
- Yıl: 2018
- Dil: İngilizce
- Üniversite: Massey University
- Enstitü: Yurtdışı Enstitü
- Ana Bilim Dalı: Belirtilmemiş.
- Bilim Dalı: Belirtilmemiş.
- Sayfa Sayısı: 115
Özet
Özet yok.
Özet (Çeviri)
Workplace bullying is an important phenomenon in today's complicated and entwined world of business and relationships. Existence of different types of bullying has been increasingly reported in different industries since 1990, when the first study was published about bullying by Heinz Leymann. The healthcare sector is where bullying cases have been reported the most. Among several antecedents of bullying, leader based problems and safety climate are noted as the main reasons. Along with different antecedents of bullying, different ways can be used to manage bullying incidents. Human Resources (HR) managers and directors play a key role in managing relationships among employees and develop and sustain a safety climate in the workplace. In addition to these roles, HR managers and directors can be actively involved in managing counter bullying that negatively affect both employees and the organisation. The study develops a framework exploring counter bullying in the context of New Zealand and Turkish healthcare systems, one developed and one developing country. The framework divides bullying into three phases, primary (prevention step) intervention, secondary intervention and tertiary measurement. The framework contains dimensions that address how bullying can be prevented, dealt with when it happens and how victims can be assisted to recover after the incident. Furthermore, it examines how HR managers perceive bullying and their perception affects counter bullying. Finally, cultural differences at a national level are incorporated into discussion to find out the big picture on counter bullying in the healthcare sector. The study is exploratory in nature and adopts qualitative, inductive research as the methodology. Semi-structured interviews were conducted to collect data from the HR managers and directors, knowledgeable about the topic, working in healthcare sector in New Zealand and Turkey. A total of 10 interviews, five from New Zealand and five from Turkey were recorded and transcribed for the analysis. Thematic analysis was conducted as the analytic method to explore the emerging themes from the data. The findings show that the biggest difference between the two countries is with regards policy. While New Zealand hospitals have effective policies relating to bullying, Turkish hospitals do not have a policy on bullying because of the emerging nature of the bullying concept. Therefore, hospitals in Turkey are not able to manage bullying in the workplace as effectively as New Zealand hospitals can. Leadership is an important component for preventing bullying. Type of leadership can affect employee perceptions about bullying and is a major influence in counter bullying. Training is the other important dimension in the prevention phase. According to study participants, both employees and leaders would benefit from attending training programs as a mechanism to 7 prevent bullying. On top of this, organisations need effective monitoring systems such as surveys, reports or camera systems in the organisation for observation of the employees. While the monitoring system is used only in the prevention phase in New Zealand, they are used to fill the gap in policy in all three phases in Turkey. Mediation can be used to resolve bullying cases identified after investigation process, that are usually a matter of communication problems and are not very serious. For cases with more serious consequences, different coping strategies can be used such as relocating the staff member or terminating employment. After the bullying case is resolved, in order to minimize the effects of bullying on the victim and to help them go back to their normal tasks and lives, some sort of rehabilitation and counselling can be given to victims to aid in their recovery. In addition, the findings demonstrate that organisational culture and communication have a major impact on all three phases for preventing, dealing and recovering from bullying cases as part of counter bullying. Across many of these domains, lack of effective communication or unsupporting organisational culture will make all attempts on counter bullying either temporary or redundant. Findings also show that these domains demonstrate variety based on the national culture that the organisations exist within. This study contributes to workplace bullying, healthcare and HR literatures by developing a comprehensive framework for understanding and managing workplace bullying. This study also validates the framework with empirical data. The nature of data being from two different countries makes the study unique in a sense that it identifies different perspectives of bullying that may not be obvious within a specific country. Practitioners, such as HR managers and directors, can benefit from the study when developing measures on counter bullying. Policy makers can also use the findings to develop a comprehensive policy relating to bullying in the healthcare sector. Further validation can be undertaken with quantitative studies testing the generalizability of the framework. The framework can be extended by replicating the study in different sectors and/or within different countries whilst also collecting data from employees as well.
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