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| 研究生： |
藍忻妤 Bongiwe Sylvia Simelane |
|---|---|
| 論文名稱： |
員工福祉、職場霸凌，以及人力資源在促進史瓦帝尼銀行業心理安全職場中的角色 Employee Wellbeing, Workplace Bullying, and the Role of HR in Fostering Psychologically Safe Workplaces in Eswatini’s Banking Sector |
| 指導教授： |
蔡政憲
Jason Tsai |
| 口試委員: |
顧筱筠
Melody Ku 許育瑋 Dennis Hsu |
| 學位類別： |
碩士
Master |
| 系所名稱： |
商學院 - 國際經營管理英語碩士學位學程(IMBA) International MBA Program College of Commerce(IMBA) |
| 論文出版年： | 2026 |
| 畢業學年度： | 114 |
| 語文別： | 英文 |
| 論文頁數： | 114 |
| 外文關鍵詞： | Eswatini, Banking sector, Workplace bullying, HR Effectiveness, Employee Wellbeing |
| 相關次數： | 點閱：14 下載：1 |
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本研究探讨了斯威士兰银行业员工福祉、职场霸凌以及人力资源部门在营造心理安全工作场所中的作用。研究采用定性研究方法，对来自不同层级的八名员工进行了半结构式访谈。主题分析识别出八个关键模式：员工普遍不信任人力资源部门；沉默作为一种生存策略；政策与实践之间存在显著差距；裙带关系和派系斗争的影响；绩效管理被用作惩罚手段；员工强烈倾向于寻求独立的福祉支持；害怕批评高层管理人员；以及人力资源部门响应速度不一致。
研究结果表明，员工认为人力资源部门的职责是维护组织利益而非员工福祉，这导致员工举报率低，对现有制度缺乏信心。组织文化中存在的偏袒、等级权力动态和惩罚性做法进一步助长了职场霸凌的现象，并阻碍了员工寻求帮助。这些发现有助于更深入地理解非洲银行业职场霸凌问题，并凸显了系统性人力资源改革的必要性。
This study examines employee well-being, workplace bullying, and the role of HR in fostering psychologically safe workplaces within Eswatini’s banking sector. Using a qualitative research design, semi-structured interviews were conducted with eight employees across different hierarchical levels. Thematic analysis identified eight key patterns: widespread distrust of HR, silence as a survival strategy, a significant gap between policy and practice, the influence of nepotism and cliques, the use of performance management as punishment, a strong preference for independent well-being support, fear of speaking up against senior managers, and inconsistent HR responsiveness.
The findings show that employees perceive HR as aligned with organizational interests rather than employee well-being, which results in low reporting rates and limited confidence in existing systems. Organizational culture, characterized by favoritism, hierarchical power dynamics, and punitive practices, further normalizes bullying and discourages help-seeking. These insights contribute to a deeper understanding of workplace bullying in African banking contexts and highlight the need for systemic HR reform.
List of Tables xv
1. Introduction 1
1.1. Background 5
1.2. Problem Statement 7
1.3. Research Purpose and Objectives 10
1.4. Research Questions 11
1.5. Academic value and contribution of the study 12
1.6. Scope and Limitation of the study 13
1.7. Definition of key terms 14
Table 1.1: Key Terms used in this document 14
2. Literature Review 17
2.1. Introduction 17
2.2. Purpose of Literature Review 17
2.3. Theoretical Framework 18
2.3.1. Psychosocial Safety Climate (PSC) 18
2.3.2. Intended–Implemented HRM Gap 19
2.3.3. Organizational Support Theory (OST) 19
2.3.4. Abusive Supervision 19
2.3.5. Psychological Contract 20
2.3.6. Leader–Member Exchange (LMX) 20
2.3.7. Psychological Safety 21
2.3.8. Employee Voice, Silence, and Counterproductive Work Behavior (CWB) 21
2.3.9. Proactive Behavior 22
2.3.10. Synthesis of Theoretical Framework 22
2.4. Conceptual Framework 23
2.5. Understanding Toxic Workplace Behavior in the Banking Sector 25
2.6. HR Systems, Reporting Mechanisms and Policy Effectiveness 27
2.7. Barriers to Reporting Toxic Behavior 30
2.8. Consequences of HR Failure on Employees’ Mental Well‑Being 31
2.9. HR Policy Frameworks for Mental Well‑Being and Bullying Prevention 34
2.10. Corporate Governance, Shareholders and HR Resourcing 36
2.11. Summary 39
3. Research Methodology 40
3.1. Introduction 40
3.2. Research Paradigm 40
3.2.1. Interpretivism 40
3.2.2. Constructivism 41
3.2.3. Critical Paradigm 41
3.2.4. Paradigm guiding the research methodology of the study 41
3.3. Research Methodologies 42
3.3.1. Qualitative research 42
3.3.2. Quantitative research 42
3.3.3. Mixed Methods 42
3.3.4. Research method guiding the study 43
3.4. Research Design 44
3.5. Population 44
3.6. Sampling method and procedure 45
3.6.1. Sample Adequacy in Qualitative Research 46
3.7. Data collection method 46
3.8. Processing and analysis of data 47
3.8.1. Qualitative Analysis 47
3.9. Assessing and demonstrating the quality and rigor of the research design 48
3.10. Ethical considerations 51
3.11. Evaluation of the research methodology 53
4. Presentation of data 55
4.1. Introduction 55
4.2. Overview of participants 55
Table 4.1: Demographic Summary Table 55
4.3. Analytic Procedure (Braun & Clarke, 2006) 56
4.4. Thematic Analysis 57
4.5. Researcher Reflexivity 57
4.6. Presentation of Themes 58
4.7. Findings (Thematic Analysis) 60
4.7.1. Introduction 60
4.7.2. Theme 1: Distrust of HR – “HR is for the employer, not for us” 61
4.7.3. Theme 2: Silence as survival – “You just suck it up” 61
4.7.4. Theme 3: The policy practice gap 62
4.7.5. Theme 4: Nepotism and cliques 62
4.7.6. Theme 5: Performance management as punishment 63
4.7.7. Theme 6: Desire for independent well-being support 63
4.7.8. Theme 7: Fear of speaking up against senior managers 64
4.7.9. Theme 8: Inconsistent HR responsiveness – “Just be strong” 64
4.8. Summary of findings 65
Table 4.2: Summary of themes and frequency across participants 65
4.9. Conclusion on Findings 66
5. Discussion of findings 67
5.1. Introduction 67
5.2. Interpretation of Findings in Relation to Literature 67
5.2.1. Theme 1: Distrust of HR – “HR is for the employer, not for us” 67
5.2.2. Theme 2: Silence as Survival 68
5.2.3. Theme 3: The Policy–Practice Gap 71
5.2.4. Theme 4: Nepotism and Cliques 72
5.2.5. Theme 5: Performance Management as Punishment 73
5.2.6. Theme 6: Desire for Independent Wellbeing Support 74
5.2.7. Theme 7: Fear of Speaking Up Against Senior Managers 74
5.2.8. Theme 8: Inconsistent HR Responsiveness 75
5.3. Addressing the Research Questions 76
5.4. Theoretical Contributions 77
5.5. Practical Implications 78
5.6. Implications for Future Research 78
5.7. Conclusion 79
6. Conclusion 80
6.1. Introduction 80
6.2. Restatement of the Research Purpose 80
6.3. Summary of Key Findings 80
6.4. How the Findings Address the Research Questions 81
6.5. Theoretical Contributions 83
6.6. Practical Implications 83
6.7. Limitations of the Study 84
6.8. Recommendations for Future Research 85
6.9. Conclusion 85
7. Recommendations 86
7.1. Introduction 86
7.2. Recommendations for HR Departments 86
7.2.1. Strengthening HR Visibility and Accessibility 86
7.2.2. Improve Socialization and Implementation of Policy 86
7.2.3. Establish Clear, Confidential Reporting Mechanisms 86
7.2.4. Standardized HR Responses to Employee Complaints 87
7.3. Recommendations for Bank Leadership 87
7.3.1. Promote Ethical and Emotionally Intelligent Leadership 87
7.3.2. Address Power Imbalances and Hierarchical Barriers 87
7.3.3. Strengthening Accountability Structures 87
7.4. Recommendations for Employee Wellbeing 88
7.4.1. Introducing External, Confidential Psychological Support 88
7.4.2. Implement Regular Wellbeing Assessments 88
7.4.3. Promoting a Culture of Care and Support 88
7.5. Recommendations for Policy and Governance 88
7.5.1. Develop Sector‑Wide Anti‑Bullying Standards 88
7.5.2. Strengthening Oversight and Compliance Mechanisms 89
7.5.3. Encourage Cross‑Institutional Learning 89
7.6. Recommendations for Future Research 89
7.7. Conclusion 89
8. References 91
Appendices 109
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