Download - Research design final / MM Bagali, HRM, HRD, HR< MBA Research, Management Research, Research, PhD……
research designs[s]research designs[s]
sanjay bagali, phd I hr professor I brand ambassador I asian HR board India I jain university
importance of research designmethodology for design constructionbest design
agendaagenda
an outlineprovide a tentative sequence or timetable for the thesis workstrong test of researchers arguments
philosophy
master plan
a set of advance decisions that make up the master plan specifying the methods and procedures for collecting and analyzing the needed information
premises
developing a new theory or body of knowledgetesting the old knowledge
is it theoretical paperempirical paper
1. Research purposes and goals2. Problems identified / defined3. Objectives identified4. Research Question developed5. Hypothesis
6. Sampling design7. Data collection style8. Data managed & analyzed9. Results interpreted10. Presentation of results11. Conclusions / recommendations12. Chapterisation
the methodology approach
data collection style
Pilot study QualitativeEthnographicExploratoryLongitudinal50 Clinical Case StudiesIn-depth interviews, weekly email burstsPsychological InstrumentsAction Research Hypothesis testingFocused group
sampling styleSurveysCensusObservationQuestionnaireScheduleParticipativeAction / ExperimentationCase InterviewQuantitativeQualitativeComplete UniverseMixed MethodCluster
address at each stageclarity of address of design at each stagedata collection …. stage wiserecommendations ….. stage wise
4 broad design problem1, Mismatch between research question and design2. Measurement and operational issues 3. Inappropriate model specification 4. Analytical tools to be used
Design for the study on Employee Empowerment
Step 1Statement of the Problem
Step 2Research Design
The focus of the study is to understand why and what makes top performing companies different and what are the innovative and unique strategies adopted in creating a global standard organisation. It was therefore, decided to use explorative and descriptive design, which befits into the pattern of investigation. The study also understood and fleshed out to explain the technical and commercial context within which the firm operated in terms of environmental certainty-uncertainty, stability and resource munificence. The study also looked at the timeline described for the change process that the firm went through( if that is what occurred), or was the firm set-up to be empowered from the beginning. It was also to understand what things changed early, what things changed later and how well did they triangulate? The current practices of developing and managing human resources were explored and a description of all these practices was analyzed through appropriate questionnaire and schedule, including verbatim recording of the responses, per se.
Step 3Objectives of the Study
The investigation is an empirical research work undertaken to understand how a model company can be created with innovative workplace programme and policies. It was also intended to understand the impact of such innovative practices on empowerment and how such processes could change the very face of the organisation and help it remain at the top of the business. An effort was made to understand all that contributed to empowerment--the systems, practices, policy or the leadership. The study also tried to differentiate between the various human resource strategies adopted in empowering employees and how these strategies differed from other management practices. An effort was also made to see how these management practices impacted upon employee behavior.With these core objectives, the study also proposes to understand the issue like: Do we really need empowered people? Is empowerment something that can be done to some one or something a person must choose? Are employees, leader or all, creating empowerment climate in the organisation? With these supporting objectives, the genesis of empowerment is probed at length.
Step 4Hypothesis of the Study
Ha1 Individual and organisational achievements can be gained through the sense of belonging;
Ha2 A sense of Organisational life through climate shapes behavior and moulds positive attitude towards organisational growth and development leading to employee empowerment;
Ha3 Access to information about the mission, value, goals and objectives of an organisation is positively related to empowerment;
Ha4 If an organisation aspires for fundamental changes, it must change the fundamentals; and
Ha5 Empowerment at workplace makes leaders redundant.
Step 5Study Scope
There is always a big gap between performing organisation and other. The reasons could be several, but an empowered work culture is what makes significant difference. The present study tries to focus at these levels and is it the policy, people or workplace practices that makes an empowered organisation and work force is what is been probed at length. The focus of study restricts to HLL, an food processing based organisation established in the year 1981, situated at the industrial sector of Dharwad district, in Karnataka State, India
The organisation has been known for its empowering way of developing and managing human resources and employee ownership culture been widely instituted in the organisation. All the employees including the CEO/MD forms the respondent group.
Step 6Sampling Style / One Unit
Studying empowerment is a holistic approach and needs to be studied from all the angles involving everyone in the organisation. The sample and Human Resources information in PPL is put forth:
Table No. 01: Showing the Manpower Responses
Level Total Employees Responded
CEO 1 1 Managers 7 6Engineers 6 6Software Expert 2 2Administration 9 6Supportive 4 2Highly Skilled 5 5Skilled 18 16Semi skilled 19 16Unskilled 2 0Trainee 1 1
Total 73(1) 60(1)
Step 7Data collection
Data Collection of Employees
The model of data collection adopted for employee category includes six stages.
Observed the System
Pooling all the
responses
Questionnaire Administered
Discussion with CEO
Case-by-Case
discussion
Pilot Study
Fig No 2.1: The mode of Data collection of employees
2 .7
Step 8Data collection from CEO
Observed the system
Discussion with CEO
System/ Practices interface
Case by case discussion
Back to CEO
Pooling all responses in
presence of all
The mode of Data collection of CEO / MD
Step 9Mode of Data Collection
Personal discussions, interviews with each respondents, group discussions and several meetings with the concerned employees personally at various places like work-place (temple of ethics), recreational hall (temple of health), yoga center (temple of peace), R and D section, canteen, rest rooms was extensively undertaken. The study injected case-by-case method for collecting the required information. Frequent and series of visits to each employee was undertaken phase by phase to illicit opinions on the system and practices. It was, at one instance, the employee, the manager and the CEO put together, were allowed to express opinions on the system in presence of each other.
The intentions, however, was not for cross-examining the opinions in presence of one another or verify who is or was true, but, it was only to know the exact picture from all the angles and thus, "blaming" somebody is ruled-out. As has been already put forth, a holistic approach is what makes empowerment work and hence this was the final path followed for final data collection. At each stage, care was taken to see that, all relevant facts on the practices were elicited.
Step 10Angles of Enquiry:
Very many empowerment angles were identified and factors such as understanding the system of accountability within the organisation, attitude development processes, mode adopted for career planning, communication process adopted, decision making process, delegation and shared responsibility, transparent behavior, ethical standards, feed-back system adopted, methods for information sharing, leadership development at all spheres, management and organisational ethos practiced, power distribution, climate of politics, degree of trust and loyalty, team working, employee participation etc were put to test. As many as fifty core areas with more than 125 enquires were put for examining at length.
The focus of enquiry was on the workplace empowerment practices and the relevance of the system in the growth and development of the organisation. Similar areas were also focused at the level of CEO.
Step 11Areas like:
Sources of data collectionAnalysisPeriod of Study
Three Types of Research Designs
• Exploratory
• Descriptive
• Causal
• Please note that research does not necessarily follow the order (1) exploratory, (2) descriptive, and (3) causal designs.
flow
Define the Information Needed
Design the Exploratory, Descriptive, and/or Causal Phases of the Research
Specify the Measurement and Scaling Procedures
Construct a Questionnaire
Specify the Sampling Process and the Sample Size
Develop a Plan of Data Analysis
Tasks Involved in a Research Design
Classification of Research Designs
Research Design
Exploratory Research
Descriptive Research
Primary / Secondary
Data
Focused
Surveys
Pilot Studies Case Studies
Census
Survey
Cross-sectional
Study
Longitudinal Study
Experiment
Observation
Participative
Exploratory Research
is unstructured, informal research undertaken to gain background information about the general nature of the research problem
Uses of exploratory research include:1. Background information2. Define terms3. Clarify problems and hypotheses4. Establish research priorities
Methods of Conducting Exploratory Research
• Secondary data analysis. e.g., census data, articles in journals, newspapers, etc
• Experience (Expert) surveys. Gathering info from those thought to be knowledgeable on the issues relevant to the problem (i.e., ask experts).
• Case Analysis. Uses past situations that are similar to the present research problem
• Focus groups. Involves small (8-12) groups of people brought together and guided by a moderator through unstructured, spontaneous discussion
Specifying Constructs & Operational Definitions
• Construct: A specific type of concept that exists at a higher level of abstraction
• Constitutive Definition: A statement of the meaning of the central idea or concept under study, establishing its boundaries; also known as a theoretical, or conceptual, definition
• Operational Definition: A statement of precisely which observable characteristics will be measured and the process for assigning a value to the concept.
Conclusive Research
• Provide specific information that aids the decision maker in evaluating alternative courses of action
• Sound statistical methods & formal research methodologies are used to increase the reliability of the information
• Also more structured & formal than exploratory data
Types of Conclusive Research
• Descriptive Research– Describes attitudes, perceptions, characteristics, activities and situations– Examines who, what, when, where, why, & how questions
• Causal Research– Provides evidence that a cause-and-effect relationship exists or does not
exist.– Premise is that something (and independent variable) directly influences
the behavior of something else (the dependent variable).
ExampleA research design to study innovation
• HR Systems : HPWS / HPWP / • CEO Style• HR practices• Culture Study• Workplace practices• Spending on R/D• Patients• Copyrights
Design focused in
COMPANY INNOVATION SYSTEM
• Company strategy • Collection of innovation impulses• Setting of priorities• Looking for innovation ideas and their discussion• Decision about project preparation • Project preparation • Project implementation • Monitoring of innovation performance
Comparison of Research DesignsExploratory Descriptive Causal
Purpose ID problems, gain insights
Describe things Determine cause-and-effect relationships
Assumed background knowledge
Minimal Considerable Considerable
Degree of structure
Very little High High
Flexibility High Some LittleSample Non-representative Representative RepresentativeResearch environment
Relaxed Formal Highly controlled
Cost Low Medium HighFindings Preliminary Conclusive Conclusive
Which is the “Best” Research Design & Method?
• “You cannot put the same shoe on every foot.”– Publilius Syrus
• It depends on the– problem of interest– level of information needed– resources– researcher’s experience, etc.
What are “Things” Marketing Researchers Typically Measure?
• Customer Satisfaction/Dissatisfaction• Loyalty• Attitudes Toward Product, Company• Knowledge of product, service, features• Importance of Attributes• Intentions to Purchase• Demographics
What are “Things” HR Researchers Typically Measure?
Virtual Organization : Challenges and IssuesEmployer Branding as Strategic Tool LeadershipCross Cultural coachingExecutive coachingMergers and Acquisitions Competency Mapping and Management Workforce ProductivityCompetency Model for Education Sector
• End Note
• Match design to your questions• Match construct definition with operationalization• Choose sample and procedure•
sanjay bagali, phd
professor of strategic HRM,Brand Ambassador, Asian HR Board, India
[email protected] / [email protected]://www.linkedin.com/in/mmbagali
Jain University, Research program. All rights Reservedr
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