Methods and Approaches Used by Management and Their Benefits to the Company - Essay Example

METHODOLOGY PROPOSAL] Methodological Choice Justifications This research, which is about how employee engagement brings benefits to a company, seeks to find out the opinions of employees about engagement. The study measures the degree of an employee’s attachment to their job, which is emotional. The study also seeks to find out the methods and approaches used by management and their benefits to the company. A study on employee engagement requires research on a company and its employees. In this case, the company is represented by its managers. Therefore, the company’s manager will be interviewed as a representative of the company. Questionnaire method will be used to collect information from employees while the company’s manager will be interviewed. In a study to find out the employee engagement in IT organisations and manufacturing organisations, one hundred middle level executives , fifty of whom were from a car manufacturing firm and fifty from an IT service provider were interviewed (Desai, Majumdar, & P.Prabhu, 2010, p, 86). The car manufacturing firm and the IT service provider belonged to a large Bengaluru based conglomerate. Two principal questionnaires were sent to two hundred willing participants (Desai, Majumdar, & P.Prabhu, 2010, p, 86). Questionnaires were used because they could collect reliable and valid data from the middle level executives conveniently. The use of questionnaire was tested and reliability was found to be very high. Therefore, the study was found to be sufficiently valid (Desai, Majumdar, & P.Prabhu, 2010, p, 87). In this study a t-test was used to ascertain whether there was any significant difference between the sample from the two organisations, as far as employee engagement levels were reported at work levels, and how employees perceived them. T-statistics were used to identify specific predictors that were perceived to have significant different levels in the two organisations. A two way analysis of variance was used in determining if there was any difference in employee engagement due to the perceived status of the organisation. A correlation analysis aimed at finding out the extent to which employee engagement and employee engagement predictors were expected to coexist in an organisation, was carried out (Desai, Majumdar, & P.Prabhu, 2010, p, 88). Andrew and Sofian, in their research, Individual Factors and Work Outcomes of Employee Engagement, which sought to find out uncertainty about the influence of individual factors of employee engagement on work outcomes, used a questionnaire survey to collect information (Andrew & Sofian, 2012, p, 502). The questionnaire was used because it could enhance understanding of the uncertainty about the influence of individual factors of employee engagement. The questionnaire would also provide valid information to researchers about the relationship between independent and dependent variables (Andrew & Sofian, 2012, p, 500). Each item that was used to measure constructs was put on a five point Likert scale. The scale had a range of strongly agree to strongly disagree. After this, a t-test was conducted to determine the variance between the two engagement measures, while multiple regressions analyses were conducted to test the hypotheses (Andrew & Sofian, 2012, p, 502). Alnaqbi carried a study to find the relationship between human resource practices and employee retention in public organisations in the United Arab Emirates. Given that the research was aimed at determine perceptions, actions, attitudes and behaviour of people, it was justifiable to use qualitative tools to find insights about employee perceptions (Alnaqbi, 2011, p, 76). The qualitative technique is the only research technique that can identify and handle the interaction of emotions and attitudes of people in a communal setting (Alnaqbi, 2011, p, 76). Therefore, interviews were used to examine people’s attitudes, emotions and perceptions. Open ended questions were used because they could determine employee perceptions and attitudes better. Open ended questions could also allow participants to express their views freely. Face to face interviews increased the reliability factor (Alnaqbi, 2011, p, 76). The questionnaire was used because the study sought to find out deeper attitudes and beliefs that were held by the participants and this could allow participants to express their inner beliefs and perceptions freely (Alnaqbi, 2011, p, 79). The study used SPSS for analysis of data, using descriptive and inferential statistics for quantitative data. As for qualitative data, information collected from interviews was coded and transcribed for analysis. Face to face was combined with mail survey methodology to collect information about the perceived leadership styles and employee engagement in a study that was carried out by Zhang to investigate the relationship between perceived leadership and employee engagement (Zhang, 2010, p, 71). This combination was justifiable because interviews alone would not allow the researcher to generalise and make conclusions. Questionnaires were used because they are efficient in collecting relatively structured data. They also enable researchers to gather information that is complex in nature from either individuals or organisations on a comparable basis. Face to face survey was used because of its high level of response rates, facilitating asking of sensitive and complex questions (Zhang, 2010, p, 72). The researchers carried out an independent t-test to assess the mean difference between the two groups while ANOVA was used in addressing the mean differences in employee engagement in age, employee tenure, working hours, company size and duration of leader-follower relationships (Zhang, 2010, p, 136). Regression models were used to test hypotheses in this research. In a study that was carried out by Chartered Institute of Personnel and Development, a managing engagement questionnaire was developed. This questionnaire was created from the management competencies that enhance employee engagement (Chartered Institute of Personnel and Development, 2012, p, 10). The questionnaire was used to collect both quantitative and qualitative data. Qualitative data was used to ensure that all the items were relevant in different organisational sectors and that all the key competence areas were included. Qualitative data was based on one sample, which could strengthen the reliability of the questionnaire. Combination of the management engagement questionnaire with the MCPARS questionnaire was used to quantitatively to examine the behaviours that are relevant to engagement and stress prevention (Chartered Institute of Personnel and Development, 2012, p, 10). A reliability analysis was used to analyse the information that was generated from the questionnaires. Exploratory factor analysis was carried out to generate a framework of management behaviours that are required to manage for sustainable employee engagement (Chartered Institute of Personnel and Development, 2012, p, 10). The questionnaire was used, in this study because it could collect both qualitative and quantitative data. All the aforementioned articles are relevant to this research study. This is because the approach to research and data collection adopted by these articles was use of questionnaires, interviews or a combination of both. For instance, in Desai, Majumdar and P.Prabhu’s article, questionnaires were used to collect information from executives of the two companies, under analysis. The researcher was able to test reliability of the questionnaire, before using the questionnaire to collect information. This is because researchers can construct and use a questionnaire in a way that will enable them to obtain the best information that they require (Brace, 2008, p, 4). For instance, reliability of a questionnaire can be tested using the test retest method. At the same time, validity of a questionnaire can be assessed before it is used to collect data (Wilson, 2013). This contributes to validity of the study. The statistical methods of analysing data that were used were used could enable the researcher to make valid inferences. In addition, the researchers were independent of their research subjects because they sought to obtain results, based on their findings only. Andrew and Sofian were able to use a questionnaire that would provide valid information about the relationship between independent and dependent variables. Their decision to put each item that was used to measure constructs on a five point Likert scale, ranging from strongly agree to strongly disagree facilitated collection of data that could be accurate. This type of questionnaire is flexible because the researcher can decide the number of steps or response options that it contains (Dörnyei & Taguchi, 2010, p, 28). Given that too many scale points on a Likert scale can lead to unreliable responses because the respondents may be unable to make distinctions between different levels, it is recommended that fewer scale points are used. A researcher can develop his or her own Likert scale to suit into his research, in collaboration with a statistician. The statistical tests that they employed, which included t-test and multiple regressions, could test the hypotheses accurately. These researchers, too, were independent because their study relied entirely on the findings from their data collection methods. On the other hand, Alnaqbi used interviews in his study to examine people’s attitudes, emotions and perceptions. This approach could collect accurate data because the researcher used open ended questions to determine employee perceptions and attitudes better. Therefore, participants were able to express their views freely. It should be noted that face to face interviews that Alnaqbi used increased the reliability of the study. In addition, the questionnaire could easily collect information about deeper attitudes and beliefs held by the respondents by allowing them to express their inner beliefs and perceptions freely. The use of SPSS to analyse data, using descriptive and inferential statistics for quantitative data could test the research hypotheses accurately and this shows that the researcher relied on his study’s findings to make inferences. Zhang used both interviews and questionnaires in his study so as to be able to generalise and make conclusions. Questionnaires were vital in the collection of structured data. It is imperative to note that questionnaires are mostly used to collect structured data because good questionnaires can be constructed by including the key questions to be asked (Gofton & Ness, 1997, p, 89). However, when the subject matter is complex, it is imperative that face to face interviews because this allows for explanation or prompting of some questions (Gofton & Ness, 1997, p, 89). The independent t-test to assess the mean difference between the two groups that the researchers carried out and the use of ANOVA in addressing the mean differences in employee engagement in age, employee tenure, working hours, company size and duration of leader-follower relationships, shows that the researcher was independent in his research, and relied on research findings. Therefore, hypotheses could be tested accurately. Finally, the questionnaire that was used by Chartered Institute of Personnel and Development could collect both quantitative and qualitative data. In addition, the institute carried out a reliability analysis on the information that was generated from the questionnaires. It is very important to examine validity and reliability of the measurement method when constructing a questionnaire to reduce or eliminate any chances of error (Karwowski, 2001, p, 1901). The research relied on its findings to make conclusions. This research will use both questionnaires and interviews to collect information for analysis. The questionnaire will be designed to collect information from employees of the international company under analysis about their opinions on employee engagement. Managers of the same organisation will be interviewed to find out the approaches and methods that are used for employee engagement and the benefits of such approaches and methods to the company. The questionnaire will include both closed and open ended questions. Use of both open ended and closed questions makes the questionnaire more flexible and interesting (Babbie, 2012, p, 255). Closed questions will require respondents to choose an option from listed responses. Separately, open ended questions will allow respondents to provide their own answers and will increase accuracy, detail and exhaustiveness (Bailey, 2008, p, 122). All the interview questions will be open ended. (2) Research Instruments The study uses both questionnaires and face to face interviews to collect information. Questionnaires are less expensive and they offer greater anonymity (Kumar, 2011, p, 149). They can also be used to collect basic data about relationship between variables, as well as descriptive data (Rugg & Petre, 2007, p, 144 and Crowther & Lancaster, 2012, p, 160). Questionnaires will include both closed and open ended questions to make analysis easier and to increase accuracy levels. Interviews will adopt open ended questions to increase the chances of collecting detailed and accurate data. The questionnaire sample with expected responses is provided. Also, the interview questions and anticipated responses are also provided. Questionnaire For questions i-xvii, please tick your preferred response from the choices offered in brackets i. Employee engagement can be achieved if the workers have access to all the resources that they require in their job to better company performance. (1. Strongly agree 2. Agree 3. Disagree 4. Strongly disagree) ii. Employees who have undergone training and have skills to perform their duties diligently can be termed as engaged employees and are expected to be efficient. (1. Strongly agree 2. Agree 3. Disagree 4. Strongly disagree) iii. Engaged employees are those who feel that they are expected to do a reasonable amount of work. (1. Strongly agree 2. Agree 3. Disagree 4. Strongly disagree) iv. Engaged employees are those who feel that the amount pay that they receive is satisfactory and they are happy to perform their roles dutifully. (1. Strongly agree 2. Agree 3. Disagree 4. Strongly disagree) v. Engaged employees use their talents and abilities well in their roles to add value to the company. (1. Strongly agree 2. Agree 3. Disagree 4. Strongly disagree) vi. Engaged employees feel that their work is important and they strive to ensure that they contribute to the company’s success. (1. Strongly agree 2. Agree 3. Disagree 4. Strongly disagree) vii. Engaged employees are able to work with others as a team and help them when it is necessary so as to achieve organisational goals. (1. Strongly agree 2. Agree 3. Disagree 4. Strongly disagree) viii. Employee engagement enables workers to share information and new ideas which can contribute to the company’s better performance. (1. Strongly agree 2. Agree 3. Disagree 4. Strongly disagree) ix. Employee engagement encourages workers to do their best while performing their duties. (1. Strongly agree 2. Agree 3. Disagree 4. Strongly disagree) x. Engaged employees enjoy working with their colleagues. (1. Strongly agree 2. Agree 3. Disagree 4. Strongly disagree) xi. Employee engagement leads the creation of friendly, working relationships between superiors and team members. (1. Strongly agree 2. Agree 3. Disagree 4. Strongly disagree) xii. Employee engagement leads to the provision of excellent services to the company’s clients by departments. (1. Strongly agree 2. Agree 3. Disagree 4. Strongly disagree) xiii. Departments that promote employee engagement are those that provide safe working environment for employees. (1. Strongly agree 2. Agree 3. Disagree 4. Strongly disagree) xiv. Employee engagement facilitates cooperation among departments of the company. (1. Strongly agree 2. Agree 3. Disagree 4. Strongly disagree) xv. Evidence of care about the well being of employees by a company promotes employee engagement. (1. Strongly agree 2. Agree 3. Disagree 4. Strongly disagree) xvi. Employee engagement is evidenced when there are attractive opportunities for employee growth and improvement. (1. Strongly agree 2. Agree 3. Disagree 4. Strongly disagree) xvii. Engaged employees are proud of their company and will do everything to add value to the company. (1. Strongly agree 2. Agree 3. Disagree 4. Strongly disagree) For questions xviii-xxi, please provide your answer in the space provided. xviii. Do you normally understand what your supervisor expects from you? How does this affect your engagement towards the company as an employee? ................................................................................................................................................................................................................................................................................................................................................................................................................................................ xix. Are the working conditions in your organisation encouraging? Explain how working conditions contribute or hinder your engagement. .................................................................................................................................................................................................................................................................................................................................................................................................................................................................. xx. How does your company treat employees? Does it offer opportunities for growth? Explain whether these two aspects hinder or contribute to employee engagement. ................................................................................................................................................................................................................................................................................................................................................................................................................................................ xxi. Does your supervisor normally recognise you for doing well? Does this promote or hinder employee engagement? ................................................................................................................................................................................................................................................................................................................................................................................................................................................ Participants are expected to indicate whether they strongly agree, agree, disagree or strongly agree with the information provided in statements i to xvii. For questions xviii to xxi, respondents are expected to provide a response to the first part of the question, followed by an expression which can be their own opinion. Interview The interview, which will focus on managers of the company under analysis, will comprise the following questions. i. Does your company hold organisation-wide meetings? What are the aims and objectives of such meetings, and how do they benefit the company? Please explain. Here, the manager is expected to explain whether the company uses on organisational meeting to educate employees on matters pertaining to employee engagement. ii. Has your organisation established a career development system? How does this affect employee engagement, and is it of benefit to the company? The manager is expected to provide information about the company’s career system and its contribution towards employee engagement. iii. Does your company enhance team building? How is this done, and what benefits does it offer to the company? The manager is to state whether the company promotes team building, and how the company does it, as well as, the benefits it offers the company as far as employee engagement is concerned. iv. Does the company involve employees in performance management? Please explain briefly v. Does the company recognise good performance? Is good performance always rewarded by the company? Please Explain. vi. Please name and explain other methods and approaches to employee engagement that your company uses and how they benefit the organisation. References Alnaqbi, W., 2011. The Relationship between Human Resource Practices and Employee Retention in Public Organisations: An Exploratory Study conducted in the United Arab Emirates. Retrieved from http://ro.ecu.edu.au/cgi/viewcontent.cgi?article=1424&context=theses Andrew, O. C., & Sofian, S., 2012. Individual Factors and Work Outcomes of Employee Engagement. Procedia - Social and Behavioral Sciences, pp. 498 – 508. Babbie, E., 2012. The Practice of Social Research. New York: Cengage Learning Press. Bailey, K., 2008. Methods of Social Research. New York: Simon and Schuster Press. Brace, I., 2008. Questionnaire Design: How to Plan, Structure and Write Survey Material for Effective Market Research. London: Kogan Page Press. Chartered Institute of Personnel and Development., 2012, December. Managing for Sustainable Employee Engagement: Developing a Behavioural Framework. Retrieved from http://www.cipd.co.uk/binaries/6067%20Sustainable%20engagement%20RI%20%28WEB%29.pdf Crowther, D., & Lancaster, G., 2012. Research Methods. New York: Routledge Press. Desai, M., Majumdar, B., & P.Prabhu, G., 2010. A Study on Employee Engagement in Two Indian Businesses. Asian Journal of Management Research, pp. 81-97. Dörnyei, Z., & Taguchi, T., 2010. Questionnaires in Second Language Research: Construction, Administration and Processing. New York: Routledge Press. Gofton, L., & Ness, M., 1997. Business Market Research. London: Kogan Press. Karwowski, W., 2001. International Encyclopedia of Ergonomics and Human Factors. New York : CRC Press. Kumar, R., 2011. Research Methodology: A Step-by-Step Guide for Beginners. London: SAGE Publishes. Rugg, G., & Petre, M., 2007. A Gentle Guide To Research Methods. Maidenhead: McGraw-Hill Press. Wilson, C., 2013. Credible Checklists and Quality Questionnaires: A User-Centered Design Method. Waltham: Morgan Kaufmann Press. Zhang, T., 2010, November. The Relationship between Perceived Leadership Styles and Employee Engagement: The Moberating Role of Employee Characteristics. Retrieved from http://www.slideshare.net/jeanniferbvillanueva/perceived-leadership-style-and-employee-engagement Read More