Critique as a Research Methods - Essay Example

RESEARCH METHODS – CRITIQUE “Human resource systems and employee performance in Ireland and the Netherlands: a test of the complementarities hypothesis” by Justine Horgan and Peter Muhlau is an attempt to test the complementarities effect of high performance HR management system that enhances employ performance over and above the sum of the effects of the five practices. The research employs a methodology by Ichniniowsky and others and the “key findings are that the complementarities hypothesis is fully supported by the Irish data but rejected by the Dutch data.” (Horgan & Muhlau 2006). A critique of the research proves that the study is well directed so as to arrive at the hypothesis and thus contains remarkable strength needed for an authoritative study. However, certain oddities and speculation in the way towards the findings point to specific weaknesses of the research in methods and approaches used. The empirical study is based on a well-defined theoretical framework and its finding that approves the merit of the hypothesis. The loose ends of the study result mainly derive from the inadequacy of the relevant data in general, and that of the Netherlands in particular, where sociological factors limit the findings of the study. The speculative nature of the finding towards the end of the study constrains the appeal of the empirical result. There is a great relevance to this type of research and the objectives of the study prove this point. The research contributes to the study of complementarities among HR dimensions and the selection of Ireland and the Netherlands for data collection, where no such studies are conducted, also proves to be its strength. The introduction states the hypothesis clearly and illustrates the significance of the study. The hypothesis is logically presented, leading to the empirical analysis of the study. As the authors of Research Paper Handbook instruct the researcher, “Your thesis will show the special nature of your paper.” (Lester Jr & Lester Sr 2005). The paper clearly establishes the thesis that “the high performance HR management system is the most effective form of the HR management in enhancing the performance of the employees,” with the research method used. It also succeeds in emphasizing that “this superior effectiveness in part is derived from a complementarities among the five HR dimensions.” (Horgan & Muhlau 2006). The clarification added for the ineffectiveness of the theory in the Netherlands almost satisfies the finding of the study. The authors provide relevant reasons for the varying result of the research. Overall, the research paper succeeds in establishing the hypothesis with explanations about the exception and its reasons. The empirical study fails in some places, especially, due to the inadequacy of the approach to the study. We notice the insufficiency of data right from the beginning and the methods adopted to oversee this defect are less convincing. A wider scope of the data in volume, especially from the Netherlands, would have made the finding more reliable. Also, there is lack of questions related to the sociological peculiarities of the Netherlands that would solve the speculative nature of conclusion. The alternative approach selected to circumvent the two problems associated with main approach to detect synergy effects also seems ineffective. There is also some concern with regard to the ethical validity of the work. The methods of arriving at conclusion raise such doubts about the ethical reliability from a deontological or teleological viewpoint. A. Evaluation of the research methods: As the work by Saunders et al suggests understanding the research philosophy and approaches is of great significance. Analyzed from this criterion, the research paper contains a well established research method that covers the inability of other methods. The research study first establishes three different mechanisms and how their combination can boost performance. Then the paper concentrates on applying these to the five HR dimensions. Data is collected to evaluate the effectiveness of this method and a cross checking is carried out for two national samples from Ireland and the Netherlands. The method used is effective in analysing the hypothesis and its validity. The research method assists in finding out the hypothesis as true. In the methods of data collection and questionnaire preparation the research method finds itself defective. B. Research approach used and Its Suitability: Among the three approaches available to detect synergy or complimentarily effects between HR practices, the one selected here is the approach which models the interaction effects among HR dimensions implicitly by using dummy variables representing distinct configurations of HR practices. Variables were regressed using an ordinal regression procedure .These regressions of performance outcomes are controlled for sector and other company attributes so that the potential impact of company heterogeneity is minimised. The high performance management system is used as a reference category in constructing the set dummies for the human resource management systems identified by the cluster analysis. This approach appears to be appropriate, as there is less number of real types of HR configurations than the theoretically possible combinations. This method helped to avoid the omission of higher order interactions. C. Strengths/Weaknesses of the specific Research Method Used: The research approach adopted is reliable. The problem of a large set of estimation is avoided by not using a full set of interaction terms. The issue of multi-co linearity leading to problems yielding robust interpretations is avoided by not using the highly correlated variables. The tabular presentation of ordinal regressions of different aspects of employee performance of the Irish data is really good. Employee performance is measured using Likert scaling and the variable employee discipline is used as an ordinal variable to avoid the risk of the residuals of regression getting skewed to the right. The issues of negative synergy and negative system effect in the case of Netherlands are not clear due to lack of relevant data. The interview technique could have been modified to get clear data about the impact of 5 HR dimensions on the employee performances such as job performance, cooperation and employee discipline. If the questionnaire used were elaborate enough, especially to collect the data related to sociological factors, there would not be any loose-ends. D. Validity of the Conclusion: Among the three approaches to detect the synergy of complimentarity effects between HR practices, which are found in the literature, the approach used here models the interaction effects among HR dimensions implicitly by using dummy variables. The performance variation between various HR management systems is explained through statistical analysis of data, while employee performance of the single HR dimensions is explained through Model-1, Model-2 illustrates the differences between HR systems and Model-3 contains both the style dimensions and the system dimensions. The research succeeded to an extent in establishing that the high performance HR management system is the most effective form of HR management in enhancing employee performance and this superior effectiveness is in part derived from complimentarily between five HR dimensions. Only exception is the negative system effect speculated in the case of the Netherlands. E. Reference to Theory and Literature: As Murray points out, “the relevant literature is wide ranging in approach and outcome…” and the use of most crucial literature and theory connected with the research is a strong area of the paper. (Murray 2002). The following reference to theory and literature on research methods used for supporting the claims.1.the concept of k-means clustering and cluster structure. (see e.g. Bacher-1996 Hair et al.1998). 2. Comparison of the results of the pooled data with country specific solution. (see Horgan-2003:100-6). 3. Inequalities with regard to the variance of indices. (see Horgan 2003:96-9). 4. Use of dummy variables (Ichniowski-1997). 5. Synergistic relationship among practices (Delery-1998). 6. Deadly combinations (Becker et al.1997). 7. Outcome effect of the combination would be substantially greater than the sum of the individual effects. (Delery-1998:5,Milgrom and Roberts-1995). F. Aims of the Paper Being Critiqued: “What we write is shaped … by our purpose of writing…” and the research paper has a definite purpose making it meaningful to the audience. (Murray 2002). The aims of the research paper in consideration are manifold. It distinguishes among reinforcement, flanking, and compensation, which are the three different processes of complementarities. These are then applied to the high performance management system that is characterized by the effort in the five HR dimensions- incentive structuring, training, selection, guidance and sharing arrangements. The most important objective of the paper is to establish that the complementarities effect of the high performance HR management system enhances employee performance over and above the sum of the effects of the five practices. The empirical objective of the paper also attempt to demonstrate that the superior effectiveness of the high performance HR management system has been derived partially from the complementarities between the five HR dimensions. Yet another aim of “this study is to contribute empirically to the study of complementarities among human resource dimensions.” (Horgan & Muhlau 2006). G. The research, it seems, has specific purposes and the ethical reliability of the research method is partially questionable. There are occasions when the method adopted seems as directed towards certain specific purpose that clarifies the main argument. Even the methods and approaches to cover up the inadequacy of the data required prompt us to arrive at the conclusion that the method is not ethical enough. The data is sometimes distorted and fails to give a satisfactory explanation in certain cases. The loose ends and the speculative conclusions may be the result of such a problem. This is another weakness related with the research study. However, this does not mean that the study is completely unethical. H. The research study includes a well-defined literature review that naturally leads to the research method and finding. The area beginning with the heading “High performance human resource activities, complementarities and employee performance: theory and hypotheses,” very well directs the research. The literature review of the research introduces the hypothesis and allows the work to more forward finally arriving at the conclusion that the hypothesis is completely supported by the Irish data but not by the Dutch data. In this literature review of the research, the writers provide the theoretical framework for their findings. I. Distinction between Reliability and Validity: In this research, the data is collected through questionnaire and interview methods. Even though the rate of response is less, the reliability cannot be doubted as the samples are relevant. In the research three types of relationship viz. reinforcement, flanking, compensation and five HR dimensions viz. incentive systems, sharing, training, guidance and selectivity and their relations on three indications of employee performance viz. job performance, cooperation, and employee discipline are established through the technique of regression analysis. Therefore, the reliability of the work cannot be questioned. About the validity of the findings, only exception is that in the case of the Netherlands the high performance HR management is not matching with employee performance. This is due to societal context and negative system effect. J. Indications of Reliability: In this research three regression models were used Table five and six will help to explain how employee performance is related to HR system. Interactive effects among the HR dimensions and performance are also explained by the support of statistical tools. An overall indicator of employee performance was regressed on the various HR approaches while controlling for the effects of the single dimensions for testing the hypothesis. K. Key Research Approaches: Here the rate of response being less the inductive method is used. Both the quantitative and the qualitative approach are adopted while analyzing the data. The findings are very much valid in the Irish case. However, in the case of the Netherlands there exists room for uncertainty which can be attributed to the negative system effect in the societal context. As far as the matter of generalisation is concerned, the science of statistics permits it; of course, there can be exceptions. By employing a 10% significance level and 2-tailed test, it has tried to cover up the shortcoming in the volume of data. Dummies for HR management systems identified by the cluster analysis are constructed by using the high performance HR management system as a reference category. But this work is not successful in proving the hypothesis as far as the HR management systems in the Netherlands companies are concerned. It is due to the short comings in the collection of both primary and secondary data. Works cited Horgan, Justine & Muhlau, Peter., 2006. Human resource systems and employee performance in Ireland and the Netherlands: a test of the complementarities hypothesis. Human resource management. P. 414-439. Lester, James D Jr., & Lester, James D Sr., 2005. Research Paper Handbook. Your Complete Guide. 3rd ed. Good Year Books: Tucson. Murray, Rowena. 2002. 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