Human resources - performance management - Research Proposal Example

? Human resources - Performance Management Table of Contents Introduction 4 Critical Literature 4 Research aims 13 Hypothesis Testing 14 Research Methodology 15 Research Methods- Qualitative Research 15 Data Gathering Methods 17 Sampling Techniques 18 Research Limitations 19 Questionnaire Design 20 Ethical Analysis 20 Research Management and Budget 22 Conclusion 24 Reference 25 Bibliography 29 Appendix 30 Introduction Organizations are faced with an increasingly diverse workforce having a variety of races, genders and most importantly generations. In this century organizations are characterized for having multiple generations in their workforce, each of them having their own unique perspectives, qualities, career aspirations and qualities. These require businesses to develop and organize such management styles which enable attracting and retaining the workforces. The paper seeks to present a research proposal on the issue whether the different generations prefer different techniques of performance management in businesses. In other words the proposal puts forth if the different generations work better under performance management system designed exclusively for them. Also it tries to explore if it is possible to implement the system effectively at the workplace. The main generations which would be considered in this context are the Baby Boomers, Generation X and Generation Y. The generation born between 1943 and 1960 are referred to as Baby Boomers, while those born between 1961 and 1980 are better known as Generation X while people born after 1980 are called Generation Y (Price & Novak, 2002, p.7). The motivation behind this project to highlight on the importance of different performance management practices for the different generations. Critical Literature Today multiple generations are found to be employed at the place of work. However, in a manufacturing oriented economy, they are found to be distinguished from one another through organizational stratification and structural scenery of that economy. The older or senior employees are found to be working in the head offices holding the commanding positions, while the middle aged employees are found to be holding positions requiring high skills mainly belonging to the management cadre. The youngest, greenest who are considered to be most strong physically are found to hold the factory floors and accounted for the sales representatives, junior accountants, assistant managers etc (Zemke & Raines & Filipczak, 1999, p.10). One of the major outcomes of this accidental blending of different generations is creativity. People belonging to different generations are likely to bring up different thoughts and yield new ideas for solving problems and creating future opportunities (Zemke & Raines & Filipczak, 1999, p.10). The study would reflect the some of the fundamental differences between the different generations in terms of their work habits, work ethics and career views and values. According to a research conducted by Raines (2007), the rich combination of different generations in organizations has called for changes in the recruitment and performance management strategies by employers. The results show that competition for talents have been escalating as there are more generations who have been working side by side. It is seen that the oldest members belonging to the generation of Baby boomers have been coming close to their age of retirement. However, this is also true that their performance and productivity is not the same as the Gen X and Gen Y. That is why they different performance evaluation practices. However, the ageing generation is also required in the organizations as they are rich talents and their knowledge is of high worth in the organizations (Raines, 2007, p.1). Recently a survey conducted by Next Step, which was led by Jenifer Vessels (1998), on four different generations in organizations aged between 20 years and 60 years belonging to both government agencies and private companies. The results showed that 72.3% of the respondents had been facing with challenges created by multi generational workforce. The challenges are provided in the figure below. Figure 1: Challenges in working with different age groups (Source: Next Step, 2009, p.3) Figure 2: Ways to bridge multi generational gaps in the workforce (Source: Next Step, 2009, p.7) The results show that employees are significantly different in terms of their responsiveness towards the use of technology which implies that the various tools for measuring and evaluating performance must also be different. It is apparent that their ways of performing their job functions or preference for the same are different from one another. This shows that their performance evaluations must also be different. In other words it can be said that if organizations do not identify, and address the various differences between the different generations in organizations, it m might lead to serious and challenging issues between the employees and the managements. This would consequently impact the overall performance and productivity of the organizations (Next Step, 2009, p.9). The research would produce the work expectations of the different generations, Baby Boomers, Generation X and Generation Y as presented in the ‘2001 Employee Review’ by Randstad. Although there are vast generations in the work habits among the different generations, yet they have surprising similarity in contexts of maintaining balance between their work life and personal life, exploring new opportunities at the workplace and successfully conducting their jobs. It was found that money was the most important motivating factor among the Gen X. Every generational work groups have their key motivators and values which their managers and supervisors must be aware of. Based on these key indicators the research would be able to derive the fact whether the requirements for performance appraisal system for all employees should be the same or customised according to the generation characteristics. The baby boomers are found to be more demanding for future security and stability. They also believe in the concept of fairness for all and require more freedom for performing their jobs successfully. On the other hand the Gen X is keener to learn new things at the workplace and are also active at team performance and team activities. They keenly look for opportunities for growth and try to participate as much in the decision making as possible. However, the Gen Y primarily aim to maximise their living conditions through hard work. They love to explore challenging opportunities and is fun loving both at the workplace and homes as well. They are also keen towards exploring new opportunities and look for stability. The detailed characteristic of each generation would provide insight for determining the differences in the systems of performance management in generations. According to the opinion of Cennamo & Gardner, (2008), the youngest generation places the maximum importance on status, and freedom work value as compared to the older generations. According to a research conducted by Cennamo & Gardner, (2008) on 504 employees in Auckland from a wide range of industries through questionnaire survey, the Baby Boomers were considered to be better fitted for the organizations in terms of extrinsic values and status values. Apart from the above there was no other difference between the Baby Boomers and the other two generations. Where the intrinsic and values were poor, it was found to result in job dissatisfaction and lack of commitment and increased rates of turnovers considerably (Cennamo & Gardner, 2008). According to the views of Maslow, one of the specific uses of performance management is the reward system which cultivates people’ ideas about how they could support the organization’s approach desired strategy (Wilson, 2994, p.322). The firms are likely to make adjustments to the base salary of employees as part of their reward system to satisfy and retain them. Going by the characteristics of the three generations, it is expected that the baby boomers and Gen X would remain supportive of revision in their base salaries while the Gen Y would be more satisfied with a flexible incentive as they look for challenging job opportunities. The basis on which the performance management systems should be built for the different generations can be differentiated around the context of how they look at the world around them, and how the adapt to the work cultures. Since there are varied differences in the way they see the above aspects it can be regarded as the distinguishing factor while developing their respective systems of performance management. Some of the aspects which the research would consider for developing the system are listed in the tables below. Figure 3: How different generations adapt to the working cultures (Source: PMI Washington DC, 2010, p.27) Figure 4: How different generations perceive the world (Source: PMI Washington DC, 2010, p.26) The research would explore the above aspects in order to devise a performance management system customised for the different generations. Amidst the war for talent, organizations are required to cater to the generational differences and how their performance management systems and recruitments procedures for attracting talents from different generations (IRC, 2011, p.3). According to the Department of Labour Report in USA, organizations catering to the multigenerational perspective of the workforce would be in a better position to attract, retain, develop and provide motivation to their people as compared to organizations not doing the same (PMI Washington DC, 2010, p.25). Not being to satisfy their employees would consequently result in the loss of expertise and skills which cannot be compensated for. Moreover the above aspect can be supported by the fact produced by a recent survey conducted in USA which says that out of 70,000 workers, 89% of them were likely to quit their jobs if they got a chance. The US project is also of the opinion that there would be millions of jobs which would remain unfulfilled in the near future and that unfulfilled jobs bears a direct link to loss of revenue. New Zealand and Australia are few of the nations which have been implementing reforms in their workforce management policies (Halligan, n.d.). The research would have to consider the above aspects in order to determine if the performance management for the different generations should be the same or should customise for each. As per the report the three basic points where the generations clashes between themselves are in terms of their career perspectives, work life balance and their systems of performance management and feedback (PMI Washington DC, 2010, p.25). Some of the points of clash between the generations which the research would consider for analysis are tabulated below. Figure 5: Performance Management System- Clash Points (PMI Washington DC, 2010, p.35) The research would have to consider the changes in the composition of the workforce, for example the number of baby boomers retiring from the workforce or the fastest growing generation in the workforce too. With globalization, and changes in the work activities resulting from the same, the age composition of this labour force also keep changing. Thus it is important and critical for organizations to understand and leverage the differences existing between the generation groups in order to motivate people and engage in a multi-generational performance management system for attaining and ensuring the maximum performance from them (Kelly Services, 2011, p.3). If each of the generations were an extension of the previous on and would react to the environmental influences in which they existed, it can be predicted that Gen Y would be more violent and fearful than Gen X. However, literature says that they are not. They are found to be warmer, confident, determined, upbeat, and extremely optimistic about their future (Duchscher & Cowin, 2004, p.497). Contrary to the hype regarding multigenerational workforce and consideration of their attitudes towards work and career for developing performance management systems, some researchers are of the opinion that managerial time should be better spent at considering the needs of employees in reference to their age, or maturity, career stage differences and life cycle when developing management practices and policies (Macky, Gardner & Forsyth, 2008). As the present workforce in nations is the most diverse, in terms of generations, the concept of intergeneration management have provide increasing importance to developing their performance management systems based on the impacts such differences on the workforce in organizations. The generation of new opportunities and challenges and have aroused due to the differences in vales, needs, perspectives and priorities of generations. It is important to explore these challenges in order to devise a suitable and effective performance management system for all. The research would explore the cultural differences, experiential, communication differences among the groups of generations in order to connect them to the human resource management strategies in organisations (Kelly Services, 2011, p.4). Research aims The research aims and objectives would be mainly meant to reflect the desired outcomes for the project. The research would aim to being forth the fact whether different generations prefer to have different performance management systems for catering to their individual needs (Thomas & Hodges, 2010, p.38). The purpose is to realize whether the different generations, namely Baby Boomers, Gen X and Gen Y work better under different forms of performance management systems. Also the research aim would be to realize whether this kind of a system can be implemented in the workplace. The research would also aim of attaining a long term objective of implementing an effective performance management system in the workplace. Following would be research aims for the project; To determine whether different generations prefer and work better under different forms of performance management practices; To identify the parameters based on which the performance management systems can be designed and developed for multi generational organizations; and To realize the applicability of such performance management systems in today’s organizational settings Hypothesis Testing The research would draw the hypothesis statement from the critical review of the literature. The purpose of the hypothesis test would be to provide structure to the research. The hypothesis statements for the research would be supported by facts using both primary and secondary research (Koch, 1999, p.1). The hypothesis that would be tested for the research is as follows; H1-a: Baby boomers prefer more frequent performance appraisals H10-a: Baby boomers do not prefer frequent performance appraisals H1-b: Generation X prefer to have their performance evaluated at a greater frequency than Baby Boomers H10-b: Generation X prefer to have their performance evaluated at a lesser frequency than Baby Boomers H1-c: Generation Y prefer to have their performance evaluated at a greater frequency than Generation X H10-c: Generation Y prefer to have their performance evaluated at a lesser frequency than Generation X H2: Different systems of performance management designed for different generations result in greater productivity of employees H20: Different systems of performance management designed for different generations result in lower productivity of employees H3: Today’s organizations are more suitable for a single and uniform system of performance management for multi-generations H30: Today’s organizations are less suitable for a single and uniform system of performance management for multi-generations Research Methodology Research Methods- Qualitative Research There are different forms of research techniques which the project could use. This research would be primarily conducted using primary research techniques using the survey method. The research would employ qualitative research techniques for analysis in order to develop a deep understanding of the research question (Silverman, 2004, p.1). Qualitative research would be conducted on a sample which would be chosen for the study. Generally qualitative research is conducted on small samples. Ideally one would like to study the entire sample; however, it is not feasible to do this. It is seen that the number of employees employed in the retail sector in New Zealand is 198,000. This represents the sample population for the research (New Zealand Retailers Association, 2010, p.21). For a population size of 198,000 a sample of 600 could be considered appropriate for the research. Allowing a 5% extent of margin of errors, a sample size of 600 would be optimum for the above population. The following table could be used for determining the basis for choosing the sample size (Refer Appendix). Out of the sample of 600, 200 would be belonging to the generation of Baby Boomers, 200 from Gen X and 200 from Gen Y. However, the samples would be chosen from among the employees belonging to the retail sector in New Zealand. The retail sector would be chosen for the study because it has been demonstrating an annual growth of 5.5% and is home to the top 10 retail players in the world (New Zealand Retailers Association Inc, 2007, p.1). The strength of qualitative research lies in its ability to present solutions for complex and complicated research questions. This helps the researcher to identify the intangible aspects of the study, namely, the gender, ethnicity, roles etc (Marshall & Rossman, 2010, p.2). In order to analyze the qualitative research, it would use the Likert scale. Likert scales are the most commonly used technique for conducting analysis for qualitative research. Also the purpose for using the qualitative research is because of the fact that it allows greater flexibility and suppleness in answering the research questions. This also allows the researcher to find spontaneity and adaptability between themselves and the respondents. This form of research is also found to allow greater informality between the researcher and the respondents. This is because in this case the respondents are given the freedom to express their views and thoughts on the subject completely. The purpose for adding open ended questions like ‘how’ and ‘why’ help to make a deeper analysis of the subject. The use of close ended questions for the research would be primarily meant to reduce the possibilities of errors when analysing the responses (Merriam, 2009, p.5). Data Gathering Methods The survey methodology would be used for gathering data in the research. This would be done using the questionnaire survey. Questionnaires would be distributed among the respondents to be filled up by them. There would be two parts in the survey, part 1 consisting of close ended questions and part 2 consisting of open ended questions. Respondents would comprise of 600 employees belonging to the retail sector in New Zealand (Groves, et al., 2009, p.7). Also a total of 3204 numbers of outlets are present in New Zealand, considering both North and South New Zealand. This comprises of the departmental stores, clothing, furniture, appliances, chemists, footwear and books and stationeries etc (New Zealand Retailers Association, 2010, p.10). Each retail outlet employs a minimum of 1,760 employees. Questionnaires would be sent to the retail outlets to be filled in the employees. However, the management of the respective outlets would have to be taken into confidence to give enough time to their employees to fill up the questionnaires. The results following from the research would also be sent to them to be used in the future strategies and practices. This would be helpful in ensuring a response rate of at least 50%. In case the response rate was below 50% the questionnaires would be resent to the managements. Moreover if the rate was substantially below that which is expected, a detailed and in-depth research analysis would not be sent to the organizations. In order to enhance participation of employees in the survey, questions would be kept simple and straight. It would be aimed to reduce both mental and physical effort by developing such questions which would be clear and concise. There would no questions which could have elements which would embarrass the candidate or be uncomfortable for him. The response rate of 50% can be expected as the typical rates of response in survey research methods demonstrate that 60 to 90% of employees provide response to such surveys, while customer and members’ response remain low ranging between 5 and 40%. Response from the general public remains even lower ranging between 1 and 20%. Thus it can be said that the research would expect at 50% rates of response from the employees (Ray, 2008). The questionnaire used would be developed catering to the topic of research. The questions framed would be primarily in the lines of gathering views regarding the applicability of multi-generational performance management systems in organizations. Questions would be also catering to such topics as links between preference of uniform performance management practices for all generations or effects of the same on employee productivity and performance. Respondents would be given adequate time and freedom to answer the questions freely and at their will to ensure that responses are correct and not given under any kind of pressure or anxiety. It would be important to ensure the responses were correct and not distorted in order to come to a proper analysis of the subject (Brace, 2008, p.41). Sampling Techniques The selection of respondents from the entire sample would be done based on proper sampling techniques. Among the two sampling techniques, namely probabilistic and non-probabilistic, the latter would be used. This is because the population characteristics are not defined clearly. Non probabilistic sampling is done when the size and characteristics of the sample is not defined clearly. Sampling would be done for refining the population size and choosing the subset in the same population (Columbia CNMTL, n.d.). Probabilistic sampling is primarily conducted on a random sample chosen. Some of this kind of samplings is random sampling, stratified sampling, cluster sampling or systematic sampling. Some of the methods in non probabilistic sampling are snowball sampling, availability sampling or purposive sampling. Among non probabilistic sampling, purposive sampling technique would be used. The reason for using purposive sampling is because it makes the best use of the knowledge that is available about the subject of sample. It also has better control over the significant variables. Also it allows homogeneity of subjects that are used in the sample (Sharma, 1997, p.123). Since the three generations are considered in the project, namely the Baby Boomers, Gen X and gen Y, the purposive sample would consist of 200 people belonging to each of the above three generations. Also the project would consider sample from the retail sector present in New Zealand, thus the sample would be chosen from the retail sector only. Moreover, this would comprise of the employees in the retail sector as it is likely that the management cadre would consist of people belonging to all the three generations. Research Limitations The project would be conducted taking the utmost care and concern for the purpose of minimising errors as much as possible. However, in spite of that certain defects might arise which cannot be identified easily or which does not appear apparently. In frequent cases it might seem that the respondents are not willing to provide the right answers. This might happen due to anxiety about their positions in the organizations. Also it might seem to providing answers elaborately is useless and would not yield them with any good results. They are not likely to derive any direct benefits from answering the questions. This might lead to the respondents giving incorrect responses. This may lead to distortions in the final result. There could also be low response rates. The researcher would have the additional responsibility to attain as much response as possible through their cooperation. Secondly the study would be conducted on a huge area and thus this might not reflect the views of the entire society at large. The researcher also requires careful planning when choosing the same. This is because in case of erroneous choosing of sample, the results would be also be erroneous and distorted. Also it would result in huge fluctuations in the results derived which would eventually result in the purpose and quality of the research to remain unfulfilled. Questionnaire Design The research would use a questionnaire for analysing and gathering data on the topic of the research question. The questionnaire would comprise of both closed and open ended questions. The questions would be used for making a qualitative analysis of the subject. The questionnaire would also make use of the Likert Scale under which each of the respondents would be asked to provide their ratings to the questions on a scale of 1 to 5. It would be a singly dimensional scale which would be sued for providing the extent of support or disagreement to the research topic (McDaniel & Gates, 1998, p.247). Ethical Analysis The researcher undertaking the primary research activity must satisfy some ethical standpoints to help enhance the effectiveness of the research work. In this context the researcher must focus on safeguarding the privacy factors of the research respondents while selecting them for the research purpose. Further the researcher is also expected to eliminate the factor of biasness involved while focusing to conduct the respondent selection. These factors would help in gaining effective views of the respondents who would deliver their responses without being affected by due fear and also must be free from being prejudiced. However care must be taken by the researcher from not generating pressure upon the respondents to generate their views regarding the questions. A collaborative atmosphere must be installed to encourage the respondents to talk freely and share their views with the interviewer. Before commencing on the above research activity the researcher is also required to gain mutual consent from the respondents in writing so as to create a clear and secured picture of the research activity conducted (Callahan and Hobbs, 1998). Further from the educational standpoint certain ethical considerations must also be taken in regards to enhancing the validity and reliability of the research. Care must be taken for securing the research work from issues like plagiarism. Thus the entire work must be checked through the use of a plagiarism checker before rendering it to further research use. Further the researcher must take proper action in restoring the integrity of the contents used in presentation of the research. False or misrepresentation of the data must be checked to help grant a true image of the research conducted. In a similar manner the contents like use of data pictures or tables in the research must be duly protected from being misused or misrepresented by others and must be used solely for the research purpose. Similarly confidentiality of the data gathered from different sources must be maintained depending on the significance of the research work. It is often found that potential disclosures of research information to the public tend to generate some problems like generation of conflicts of different ideologies. Thus potential care must be taken by the researcher in that direction to help in the reduction of rise of conflicting issues regarding the disclosure of such research information (Office of Research Integrity, 2011, p.3-9). In regards to the present research ethical considerations must be made while selecting the criteria of respondents for the different groups. The selection of respondents would be made from the three generation groups with at least selection of 200 people from each group to constitute a total of 600 respondents. This fact would seemingly help in reducing the biasness in the research process and would on the other hand enhance the focus of the research for effectively studying the performance parameter of the target groups. Studying of the responses received from the three generations would help the researcher in presenting a holistic understanding of the pattern of research conducted and thereby would help in solving the query of the research audience. Research Management and Budget For successful execution of the research method to test the hypothesis, and to reach the final valid conclusion, the entire process of research work must be managed properly. The efficient management of the entire research will be very helpful in ensuring the effectiveness and reliability of research outcome. On the other hand, there are also certain constraints that make the tasks of research a bit challenging and critical. Firstly, as it is a single handed research, lack of manpower remains a major constraint. Secondly, the research works must be completed with much specified timeline. Finally, the tasks of research involve financial expenses e.g. conducting survey for data collection, use of stationary etc. Therefore, considering these three constraints, the one of the primary aim in the process of research should be to conduct the research with minimum manpower within given timeline by incurring minimum cost for research task. Hence, it becomes quite necessary to develop a brief management and financial plan for the completion of research. For the financial cost saving, it is necessary to design the work plan. The survey is expected to conduct in several retails stores of New Zealand. Therefore, retails stores in New Zealand will be grouped according to areas so that within minimum conveyance expenses most of the retailer stored can be visited. Next, It is also necessary to save stationary related expenses and hence, it should tries to fill up the questionnaire within minimum mistakes. Besides, necessary papers for questionnaires, printing ink, stationary etc will be bought in bulk to save cost. To meeting estimated timeline a proper and very specific planning is highly required. The following table presents a detailed planning of research with specific timeline. Table 1: Timeline of Research The entire task of research has been categorised into five main phases and total working days will be around 65 days excluding holidays like Sunday or festivals. Therefore, within 90 days, the dissertation is expected to completed. Conclusion To conclude it can be said that the research result would be a reflection of the state of multi generations in organizations today. It would best bring forth the applicability of a uniform system of performance management in today’s organizations. The research results would show whether employees belonging to the generations of Baby Boomer, Gen X and Gen Y prefer to have their performances evaluated on a uniform basis or one that would cater to their respective nature and characteristics. If it is so, then the result would also identify the differentiating parameters between the performance management practices among the three generations. It is seen that the three generations primarily differ in terms of their perspectives of work culture, their monetary standards and preferences and the way their performances are to be evaluated. The performance management systems must be such as to satisfy all the three generations and help to attain their maximum effort at the workplace. The research would be conducted using primary research technique on a sample of 600 employees belonging to the retail sector in New Zealand. Their views would be collected using the questionnaire method which would be then put to statistical tools and analysis. Finally the results attained would be analysed to conclude and identify the extent to which they are able to answer the research question. Reference Albertson, J. (2007). The Retail Market in New Zealand. Retrieved on August 20, 2010 from http://www.retailinstitute.org.nz/assets/docs/The%20Retail%20Market%20in%20NZ%20An%20Analysis%202007.pdf. Brace, I. (2008). Questionnaire Design: How to Plan, Structure and Write Survey Material for Effective Market Research. Kogan Page Publishers. Cennamo, L. & Gardner, D. (2008). 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Thomas, D. R. and Hodges, I. D. (2010). Designing and Managing Your Research Project: Core Skills for Social and Health Research. SAGE Publications Ltd. Appendix Figure 6: Required Sample Size (Source: The Research Advisors, 2006) Read More