Workplace bullying: Applying Novak's (1998) learning theory to reducing manager bullying behavior.

摘要

The purpose of this phenomenological study was to evaluate the efficacy of Novak's (1998) theory of learning to reducing manager bullying behavior. Specifically, the study collected and analyzed information through a series of interview questions from a sample population of human resources or training professionals at the staff or management level who have either used or were familiar with Novak's theory and evaluated if the theory reduced manager bullying behavior. Qualitative interviews gathered data and the data was analyzed through the van Kaam method of analysis. Themes from the responses to the 7 interview questions by 10 participants revealed that Novak's theory of learning has merit to reducing manager bullying behavior, if: (a) there is a unified definition of workplace bullying, (b) both individuals and/or organizational leaders are engaged and acknowledge that workplace bullying has occurred, (c) the ramifications of bullying to both an individual and organization are understood, (d) group discussions allow for open dialogue of workplace bullying, (e) inform others that bullying has occurred, (f) simulations are used to help construct new meaning on workplace bullying, and (g) questionnaires are used at assessing the conceptual meaning of the topics of workplace bullying. While organizational policies or procedures may help reduce manager bullying behavior, by applying a formal learning intervention, it serves as a basis for further exploration into how organizations address workplace bullying.