Quantitative Method in the - Research Paper Example

Quantitative method Quantitative methods allow for a broader study, involving a greater number of s, and enhancing the generalization of the results. Quantitative research is generally defined as the collection of numerical and statistical data. It is perceived as the scientific approach of research employing 'experimental' and 'quasi-experimental' strategies. Harvey (2002) describes quantitative data as data which can be sorted, classified, measured in a strictly "objective" way - they are capable of being accurately described by a set of rules or formulae or strict procedures which then make their definition (if not always their interpretation) unambiguous and independent of individual judgments. Quantitative research can be carried out in an unnatural, artificial environment so that a level of control can be applied to the exercise. This level of control can be achieved through laboratory experiments that allow comparing with the real world results. Also the results allow the researcher to know the variance between different dependents and independents of the study. In addition preset answers will not necessarily reflect consequences of a variable but also can elicit an entirely new outcome in some instances. This type of results can be seen in the scientific research applications. Quantitative methods are ideally suited for finding out who, what, when, and where (Day, 1998). Quantitative methods use structured and standardized methods that allows for greater objectivity and accuracy of results. Using standards means that the research can be replicated, analyses and compared with similar studies. Usually, quantitative methods are designed to provide summaries of data that support generalization about the phenomenon under the scope of study. To accomplish this, quantitative research employs prescribed procedures to ensure validity and reliability. Kruger (2003) confirms that quantitative methods allow us to summarize vast sources of information and ease comparisons across categories and over time. The development of standard questions by researchers can lead to structural bias and false representation, where the study actually expects the view of respondent or participating subject instead of the researcher. However, personal bias can be reduced by researchers keeping a 'distance' from participating subjects and employing subjects unknown to them. The results of the quantitative research are limited, as they provide numerical descriptions rather than detailed narrative of the entire research perception. Additionally, these statistics yields insignificant results. Quantitative methods only deal with issues known at the beginning of the research project as this is when the questions are decided and documented (McCullough, 1995). They can also be complex process and require considerable investment for proper understanding and using (Kruger, 2003). So, Kruger (2003) discusses how it can be difficult to get the real meaning of an issue by looking at numbers. In Quantitative analysis, the questions have to be direct and easily quantified, and made available to a sample of no less than two hundred participants to permit reliable statistical analysis (Urban Wallace & Associates, 1995). Kruger also warns that people could tune out elaborate statistics, creating difficulties in the utilization of the products of research. As highlighted by Honey and Mumford (1986) all learning styles have their own advantages and disadvantages and therefore no single style can be considered the best method to undertake. So the current research study adopts the usage of quantitative method of study to identify the hypothesis. The quantitative analysis process is used to gather and compile data from the questionnaire and to analyze it so identify the factors of motivation for the European employees. The results obtained in the survey were analyzed using quantitative analysis methods. The quantitative analysis exactly interprets on how any respondents rated a certain factor at level 1 or 2 or good or bad. The data coded into the excel format will be decoded against the parameters of against factors and were calculated for the relation between the factors. And then the data was then tested for the hypothesis Secondly it will elicit the strength of the opinion among the participants and facilitates to know the trend and patterns that are in practical and useful. From an evaluation perspective the use of interviews as a data collection method starts from the assumption that informant's perspectives are significant, useful, comprehensible, clear, and will positively affect the project and produce rich, detailed data for analysis (Frechtling, 1997:3; Lofland et al, 1995). The data produced from the survey is given a clear form of representation against the factors involved taking the overall consensus. The further interpretation of results through quantitative analysis can helps in identifying the prioritized list of quantified factors to understand the factors that motivate the European Professionals. Reason to adopt the Quantitative approach: Though the literature review of the study observes the Employees perceive different motivational tools differently and the levels of acceptance for the increments, promotions and training also differs. And it is assumed that different Professional perceptions alter the adoption levels of different motivation tools. Hence after conducting the preliminary research, the study has chosen to evaluate motivating factors behind the highly performing and low performing professionals. This was done by using the questionnaire to understand what makes people to adopt the luxurious products Instrumentation As part of the preliminary research the study has observed a the HR strategies of European companies that can motivate employees to understand the successful performance factors in the market. The written data sources used for the study include published and unpublished documents, company reports, case studies, journals, reports, email messages, faxes, newspaper articles and so forth. And then the study makes a comparison of the observed literature and facts with a direct preliminary quantitative research where the respondents were surveyed for their motivational factors in the organisation. Interviews- Study setting The study uses interview questionnaire as instrument for the quantitative tool for the research. The study was conducted on a population of 100 participants including the population types like Young professionals, Women professionals, Government Employed, Experienced and old Professionals to know their motivation factors in their organisation. Participants were all professionals having a graduation working with the organization from quite some time and are responsible for their performance of duties. Rationale for Questions: Literature on the content chosen for question framing: McCombs. M, (1999) examined five motivations in the formation of the public agenda: self-interest, civic duty, avocation, emotion and peer influence. Hence the current study tried to observe the motivation factors behind the employee performance in the Europe region. According to James Bryce it is only after the initial affective encouragement that the individual seeks additional information and begins to formulate a definite view on the issue. So the study makes a general enquiry about their home and personal and education background before digging into the work issues in organsiation. According to Stern (1997), affective commitment is developed through time, as a result of the fact that employees get used to positive emotional responses and as a consequence, more security is generated in the relationship. So the emotional attitudes of the organisation bondage is enquired about their likeness towards their organisation. McIvor et al., (2002) said that in the online context, higher quality in the communication between the parties produces higher degrees of trust which may lead to loyalty. So the questionnaire tries to evaluate the communication patterns through which the managers of the organization are adopting in reaching the hearts of professionals through the study. Close ended questions: According to Zaller (1992) citizens do not carry around fixed attitudes on issues. Rather they construct "opinion statements" on the fly based on ideas that are for one reason or another most immediately salient to them. So with regards to the current study, when the users are asked about the opinion with spontaneous questions on their work relations like satisfaction, motivation there may be high ambiguity in the response which cannot be comprehended. Hence the survey instrument used close ended questions to fix the opinion within the context to avoid the ambiguous answers. Rating question: Rating scales are often used to measure the direction and intensity of attitudes. Hence the current study uses the rating questions to identify the perception of respondent about him/herself for the organisational offer r provisions like job security, performance appraisal etc.,. This is to generate the consciousness in the user about the organisational offer or benefit that he is drawing towards the scope of the study. Dichotomous questions (Yes/No): The dichotomous or Yes/No types of questions are framed to screen out the potential responders or to consider the validation of answers for the straight aspects like satisfaction or the loyalty with organisation. To bring out the confirmed opinion of the respondents , such dichotomous questions were used in questionnaire. Questionnaire: Personal Information: a. Name: b. Gender c. Occupation d. Education: e. organisation working with: f. Age: Professional Information: 1. What is your workplace opportunity or the task characteristic you like in the retail industry ___________________________________ 2. Are you satisfied with the support from the HR department Highly satisfied _______________ Satisfied _______________ Neutral _______________ Dissatisfied _______________ Highly Dissatisfied _______________ 3. Management is really interested in motivating the employees Strongly agree______________ Agree _______________ Neutral ______________ Disagree ______________ Strongly disagree ____________ 3. Which type of incentives motivate you more Financial incentives __________ Non -Financial Incentives __________ Both __________ 5. How far you are satisfied with the incentives provided by the organization Highly satisfied __________ Satisfied __________ Neutral __________ Dissatisfied __________ Highly Dissatisfied __________ 6. Please provide the following rates: 5-strongly agree 4-Agree 3-Neutral 2-Disagree 1- Strongly disagree No Factors Rates i. Reasonable Periodical increase in salary Ii Job search security exist in the company Iii Good relationship with co workers Iv Effective performance appraisal system v Effective promotional opportunities in the organization vi Good safety measures adopted in the organization vii Performance appraisal activities are helpful to get motivated Viii Support from coworker is helpful to get motivated Ix Company recognize and acknowledge your work 7. Rank the following factors which motivates you the most (Rank 1,2,3,4respectively) No Factors Rank i. Salary increase ii. Promotion iii. Leave iv. Motivational Talks v. Recognition 8. Do you think that the incentives and other benefits will influence your performance Influence Does not influence No opinion 9. Does the management involve you in decision making which are connected to your department Yes _______ No _______ 10. Do you wan to go for another organization if they pay higher than the current Emoluments Yes ________ No _________ Data Collection One week before the actual interview, a letter from the Top management was circulated to the participants allowing their permission and to give the information. All the participants were given a questionnaire to know the questions; and the purpose of the interview was well informed before hand. The participants were asked to express their opinions freely where the response is recorded by the participants themselves to have accuracy of information. A response rate of 100% was obtained with the sample being small and selective. This helped to maintain accuracy in the out come of the research design. The researcher has personally involved in conducting the in-depth interviews aiding the respondents with relevant information wherever necessary in directing towards the scope of the study. Interviewed areas: Motivating Factors: The Professionals were asked to find out the motivating factor to work with retail environment Workplace opportunity: The Professionals were asked to name the workplace opportunity or the task characteristic they like in the retail industry. Organizational Factors: The Professionals are asked to name the factor that makes them work for the organization Job Satisfier: The Professionals are asked to name the job satisfiers in their Job. Jon Involvement Factors: The Professionals are asked to name the factor that makes them involve in their current job Performance Boosters: The Professionals are asked to name the factors that make them work to achieve their targets Organizational Commitment: The Professional's attitude or the factors that contribute the organizational commitment towards professionals was also examined by asking them to compare the current job with other offers. Influence of Reward system: The Professionals were asked to express their opinion on the link between their job performance and the monetary reward system. Success of organizational HR strategy: The managers were asked to reveal the successful strategy of organization that makes them satisfied and to adhere to the company growth from a long period. Data Analysis: The data from the questionnaires was decoded onto the tables in Excel spreadsheet for further analysis of the results. The result data was then subject to understand their impact by using graphs to highlight the Professional's opinion and perceptions on motivation factors of the organisations. Results : 1. Satisfaction with the HR Department: The study found that only 10% of the people are satisfied with the HR department. 2. Perception of Management interest towards Employee motivation The study found that only 5% of the population perceive Management's interest in Employee motivation. 3. Incentive that motivates professionals: 50% of the population expressed that both financial and non financial incentives are considered as motivational factors. 4. Result of satisfaction from the provided incentives in the organization: On the whole 32% of professionals are satisfied with the given benefit in the organization. 5. Rating on the various aspects of the organization: 6. Factors of Motivation: Salary Increase has become the primary motivating factor to most of the employees. 7. Management involvement in Decision Making: 65% of the participants perceived that management involvement in decision making 8. Commitment towards the organization: The study observed that 59% of the respondents expressed the commitment to the organization. Conclusion: The study found that apart from all other incentives, Monetary factors like salary raise and other perks are gaining importance as perceived by the professionals as motivating factors by the Professionals. References: 1. J. R. Zaller, The Nature and Origins of Mass Opinion (New York: Cambridge University Press, 1992). 2. Beggs, T. A. (2000) Influences and Barriers to the adoption of instructional technology. Proceedings of Fifth Annual Mid-South Instructional Technology Conference, Middle Tennessee State University, USA. 3. Stockdill, S.H., & Morehouse, D.L. (1992). Critical factors in the successful adoption of technology: A checklist based on TDC findings. Educational Technology, 32 (1), 57-8. 4. Dixie Evatt, "Measuring Public Knowledge Through Open-ended Questioning," Southwestern Communication Journal 14No. 1, 1998):61-71 5. shahid chavakkad, Questionnaire -- A study on employee Motivation, accessed on April 20, 2009, available from 6. Joy Frechtling, The 2002 User-Friendly Handbook for Project Evaluation, accessed on April 20, 2009, available from http://www.ehr.nsf.gov/rec/programs/evaluation/user_friendly.asp 7. Rob O'Neill, The advantages and disadvantages of qualitative and quantitative research methods, accessed on April 20, 2009, available from < http://www.roboneill.co.uk/papers/research_methods.htm> 8. Central Eastern Europe: The Changing chemistry of Employee Motivation, http://was2.hewitt.com/bestemployers/romania/downloads/wall_street_journal_article.pdf> 9. Employee Engagement Report 2008, accessed on April 20, 2009, available from < http://www.blessingwhite.com/eee__report.asp> 10. Employee Motivation, accessed on April 20, 2009, available from < http://www.motivation-index.com/hr-variables/employee-motivation/> Read More