RESEARCH METHODOLOGY – Chapter V
CHAPTER V
RESEARCH METHODOLOGY
CONTENTS
5.1 Introduction
5.2 Need for the study
5.3 Objective and Scope
5.4 Hypothesis
5.5 Theoretical Framework
5.6 Significance
5.7 Research Design
5.8 Data Collection
5.9 Sampling Design
5.10 Statistical Analysis
5.11 Limitations
5.12 Conclusions
CHAPTER V
RESEARCH METHODOLOGY
5.1 Introduction
This chapter describes the research objective, significance of the study, methodology undertaken in relation to justification of the research paradigm, questionnaire design, sampling process and data collection and administration. In addition, this chapter introduces the intended analysis strategy as to test the propositions of this study. Finally, the ethical consideration pertaining to data collection and relevant to this research is discussed.
5.2 Need for the study
Human Resources Development is the crux of Human Resources Management. One of the best methods to develop a company’s own people is to give them responsibilities and challenges. But for the best in man to come out, it is necessary for him to know why he is doing certain things and not the others, and participation is precisely a quest towards that end (Ramaswamy, 2000).
All the studies mentioned in Chapter II, clearly indicate that there is a research gap in identifying the factors affecting WPM. The key determinants of Workers Participation in Management remained unexplored till date. Hence, this study is intended to fill this existing gap.
5.3 Objective and Scope
The reason for conducting this particular research is to fulfill following objectives, which are as follows:
1. To investigate the existing schemes of Workers’ Participation in Management and its forms.
2. To investigate the key determinants of WPM.
3. To do a comparative study of industry on functioning of WPM.
4. To understand the perception of workers towards WPM
5. To suggest an effective system/strategy of workers’ involvement in the process of decision-making.
5.4 Hypothesis
With reference to the literature review done in previous chapter II, the following hypothesis were formulated and tested empirically.
H1: Involvement in WPM is dependent upon Demographics (Age, Education, Job Position and Work Experience)
H2: There is equal awareness about WPM schemes among workers
H3: Awareness about WPM is dependent upon Demographics (Age, Education, Job Position and Work Experience)
H4: All the forms of WPM provide equal opportunity of participation to the workers
H5: All areas of WPM are equally important to workers
H6: WPM is equally effective in all the industrial units of study
H7: Effectiveness of WPM is dependent upon Demographics (Age, Education, Job Position and Work Experience)
H8: Determinants of WPM are dependent upon Demographics (Age, Education, Job Position and Work Experience)
H9: WPM is considered equally important by workers of all industrial units under study
H10: Perceived Benefits of WPM is dependent upon Demographics (Age, Education, Job Position and Work Experience)
5.5 The Proposed Theoretical Framework
Fig. 5.1 Theoretical Framework
5.6 Significance of Study
This study is an attempt to explore the salient variables that can improve the effectiveness of participatory approach and can help in motivating the workers to build a favorable attitude towards WPM schemes. However, it is a new subject for research in India. Looking towards all the research studies completed in India, it is observed that there is lack of sufficient research work on this area which has created a wide gap, and this needs to be filled up by the present and the near future human resource management research scholars.
Today's knowledge economy demands investments in human capital of the organization and to create a work environment where employees excel at their jobs but it is strongly perceived that practices like workers participation are intentionally or unintentionally ignored in India so research is the last solution to find out the truth, cause and solution.
Justification of Research Paradigm
A paradigm is described as a holistic approach underlying a research methodology (Kassim 2001). It reflects the philosophy of knowledge or how we reach the knowledge while methodology focuses on the practicalities of how we come to know (Trochim 1998). In essence, the paradigm that is fundamental to this study can be categorized as post-positivist, or what is also known as realism (Hunt 1990; 1991; Perry et al. 1998; Trochim 1998). Realism deals with an external reality which cannot be known perfectly, that is in reality no one can claim to have perfect knowledge of what contributes to job satisfaction, employee productivity and commitment. This study proposes that, firstly, data are collected and analyzed from various sources including literature, exploratory research, pilot study, and by a final survey. Secondly, a Factor Analysis, Kruksal Walis test, and Z statistics of the surveyed data incorporates complex interdependencies using multi-item scales to measure latent, unobservable variables.
5.7 Research Design
Subsequent to establishing a paradigm, the development of an appropriate research design is pursued. A research design, which is a function of the research objectives, is defined as “…a set of advance decisions that makes up the master plan specifying the methods and procedures for collecting and analyzing the needed information” (Burns & Bush 2002, p.120). An appropriate research design is essential as it determines the type of data, data collection technique, the sampling methodology, the schedule and the budget (Hair et al. 2003). Primarily, it helps to align the planned methodology to the research problems (Churchill & Iacobucci 2004; Malhotra 1999).
There are many frameworks of research designs and they can be classified into three traditional categories: exploratory, descriptive and causal (Aaker et al. 2000; Burns & Bush 2002; Churchill & Iacobucci 2004; Hair et al. 2003). As depicted in Figure 3.1, this study applies these research designs as to achieve the research objectives. Although not compulsory, it is common that researchers utilize multiple research designs (Burns & Bush 2002). That is, a researcher may begin with an exploratory study which will provide essential background information needed preceding a descriptive study. In turn, information obtained from a descriptive study may help the researcher design a causal experiment.
The aim of this study is to identify impact of workers participation on job satisfaction, employee productivity and commitment. To achieve these objectives, the research design of this study has been conducted in two phases (figure 4.1). Phase one dealt with an exploratory study and the latter involved descriptive research. These phases are discussed next.
Figure 5.2: Research Method
Phase 1
Phase 2
In phase one, exploratory research was conducted to develop initial insights and to provide direction for any further research needed (Malhotra 1999; Parasuraman 1991). An exploratory study is essential when a researcher needs to define the problem more precisely and identify any specific objectives or data requirements to be addressed through additional research.
Any such study begins with an exploration phase, the goal at the end of this first phase is a plan describing how to collect the data, what variables will be taken to measure participation of worker, what measurement scales will be used. To prepare the data collection plan, it needs to decide how the data will be collected, determine what employee segments to include in the study, decide if a pilot study is needed.
Exploratory research is the foundation of a good study (Churchill & Iacobuci 2004) and it is normally flexible, unstructured and qualitative (Aaker et al. 2000; Burns & Bush 2002) and serves as an input to further research (Malhotra 1999). In addition to reviews from the literature, an experience survey, also known as key informant technique, taps the knowledge of those familiar with the subject matter, in this case, the impact of Workers Participation in Management. In this study interviews were conducted with HR Managers at ONGC, Balrampur Sugar Mills, HPCL, and few other organizations. Few of the interviews were conducted at the campus of University of Petroleum & Energy Studies with following HR experts: Shri Raina, General Manager HR – GAIL India Ltd; Mr. Abhishek S., HR Manager – Mahindra & Mahindra, Haridwar; Ms. Vandana Sharma, Senior HR Manager – Hero Honda Motors Ltd; Mr. Pankaj Kumar Singh Dy. GM – HR Secure Meters, Jaipur; Mr. Manish Kumar Jain HR Manager – Shree Cement, Rajasthan. These discussions were conducted during the placement week of University of Petroleum & Energy Studies, Dehradun.
The outcome of the study helped in developing the scales for the survey instrument in the subsequent descriptive research (phase two). In brief, based upon the literature an experience survey was conducted and in consequent the survey allowed for the subject matters to be refined.
5.8 Data Collection
Survey Method: In this study, a questionnaire based survey was used as the method of primary data collection. The structured survey involved several steps from designing the questions to field work and assessing the reliability of the measurement used.
The objectives of the first stage were two-fold: identify the information requirements and determine the source from which the information could be obtained. This stage begun with identifying the information needed to meet the research objectives. As such an exploratory study was carried out as discussed in previous figure. From these interviews, insights were sought on the variables identified and on an initial format of a questionnaire. While designing the questionnaire the language (hindi) was kept in mind as the respondents being blue –collar employees/workers were well-versed and comfortable with this language. It was also taken care of that the no. of questions are not too much so as to make the workers tired. The questions were simple in nature so that they are easily understandable by the respondents.
Measurement Scale: The next step involves selecting appropriate measurement scales, question wording and content, response format and finally the sequence of questions. The questionnaire was written in hindi language so that it can be easily understood by the respondents.
As this study aims to measure workers perception towards WPM, multiple-item scales were deemed appropriate as it is frequently used to measure attitudes (Parasuraman 1991). The use of a multi-item scale would ensure that the overall score, which was a composite of several observed scores, was a reliable reflection of the underlying true scores (Hayes 1998).
Three types of measurement scales were used in this research: nominal, ordinal and interval. Nominal scales were used for identification purposes because they have no numeric value (Kinnear et al. 1993). For example, respondents were asked to answer the type of employment they are getting, types of participative schemes available at their work place. On the other hand, ordinal scales were used to rank the various areas of participation (health and safety, working conditions, welfare amenities, schedule of working, holidays, training needs, shift in technology, disciplinary procedure) on the basis of their importance. Further interval scales were used to measure the effectiveness of WPM.
Response Format: In relation to question content and wording, the questions were designed to be short, simple and comprehensible, avoiding ambiguous, vague, estimation, generalization, and leading, double barrelled and presumptuous questions (Kassim 2001). Two types of response format were chosen: dichotomous close-ended and labelled scales. In order to obtain information pertaining to respondents’ demographics and types of unions and committees close-ended questions were used and in order to obtain the effectiveness WPM labelled scales were used. Secondly, Open ended questions were used for taking suggestions and investigating issues specific to unit of study.
For this research, labeled Likert scales were appropriate to measure responses. This scale was adopted based on the following reasons (Kassim 2001):
In relation to the number of scale points, there is no clear rule indicating an ideal number. However, many researchers acknowledge that opinions can be captured best with five to nine point scales (Aaker et al. 2000; Malhotra 1999; Sekaran 2000). In fact, researchers indicate that a seven-point scale is just as good as any other (Malhotra 1999; Parasuraman 1991; Sekaran 2000). That is, an increase in scale does not improve the reliability of the ratings (Elmore & Beggs 1975) and may cause confusion to the respondents (Aaker et al. 2000; Hair et al. 2003). Thus, a seven-point Likert scale was used in this research.
Sequence of Questions/ Questionnaire: The questionnaire began with less complex and less sensitive questions and progressed to opinion-sought questions. The questionnaire consisted of three parts. Section A, B & C.
Section A: - Demographics
This section aimed at collecting the demographic details of the respondents like their age, sex, qualification, work experience etc. It consisted of questions related to,
· personal profile of workers,
· job profile of workers, and
· Information regarding various unions.
Section B: - Schemes of Participation
The second section consisted of questions related to the schemes of WPM, the objective was to identify the different types of participative schemes functioning at different organisations and the level of awareness among workers about the different schemes. The questions included:
· Types of participative schemes,
· Awareness level of workers about participative schemes,
· Areas of participation according to their importance
Section C: - Functioning of WPM
The third section of the questionnaire consisted of questions related to the measures of:
· Determinants of WPM
· Perceived benefits of WPM
Table 5.1 Selection of Variables in the Questionnaire /Variable / Reference /
1. There is a committee of management & employees who meet on a regular basis to consult over workplace issues / Cabrera, E. F., Ortega, J. and Cabrera, A. (2003) /
2. WPM in my organization is beneficial to me / Mills (1977) /
3. Exposure to participative system (or WPM) is given in the meetings of the committees / Verma, R.K. and P. R. Syha. (1991) /
4. The time allotted for meetings is sufficient / Verma, R.K. and P. R. Syha. (1991) /
5. WPM is a motivating factor / Singh, K. (2000) /
6. The committee members consult their colleagues before meetings / Cabrera, E. F., Ortega, J. and Cabrera, A. (2003) /
7. The committee members share the information with their colleagues after meeting / Cabrera, E. F., Ortega, J. and Cabrera, A. (2003) /
8. Your suggestions are forwarded to the management / Jarrar, Y. F. and Zairi, M. (2002). /
9. WPM increases my capability and productivity / Bhatti Khalid Komal, and Qureshi Masood Tahir (2007) /
10. The decisions taken at committee meetings are implemented / Verma, R.K. and P. R. Syha. (1991) /
11. Management implements the suggestions provided by the workers reasonably / Jarrar, Y. F. and Zairi, M. (2002). /
12. WPM increases my commitment level in the organization / Bhatti Khalid Komal, and Qureshi Masood Tahir (2007) /
13. The top management is not interested in the decisions of committee meetings / Verma, R.K. and P. R. Syha. (1991) /
14. Employee suggestion scheme is an effective way of WPM / Jarrar, Y. F. and Zairi, M. (2002). /
15. Workers are involved in the decision making process as committee members / Verma, R.K. and P. R. Syha. (1991) /
16. WPM in my organization is more in comparison to the others / Singh, K. (2000) /
17. Participative committees addresses the day to day issues / Verma, R.K. and P. R. Syha. (1991) /
18. Committee listens to the problems and resolves them / Verma, R.K. and P. R. Syha. (1991) /
19. These committees are capable of helping the workers in their issues / Verma, R.K. and P. R. Syha. (1991) /
20. I trust the participative committees / Verma, R.K. and P. R. Syha. (1991) /
In order to identify the importance of WPM, 11 statements were formulated in question no 6. The statements were formed on the basis of literature review and interactions with the industry experts.