Research Methods for Strategic Managers

Insurance Company In the London: There are no standard rules for the selection of a research topic but the under listed will serve as a guide for researchers. 1. The topic must be educational in nature. The educational nature of a topic implies that the topic must be such that is geared towards providing a solution to an educational problem. It must also satisfy one of the major objectives of educational research. 2. The topic to be selected must be of interest to the researcher. A persons interest in a topic provides the motivation that will enable the researcher complete the investigation. 3. Topic must be original: the originality of a topic first and foremost eliminates duplication. A duplicated research study amounts to waste of energy, time, material and financial resources. 4. Topic must be researchable: a topic is said to be researchable if it lends itself to investigation through the collection and analysis of objective and relevant data. 5. Availability of time and financial sresources: the topic must be such that can be completed within the time and money available to the researchers . Excuses relating to time and financial handicaps are not tolerated in research. 6. Availability of data : the topic must be one in which the researcher can easily identify his subjects and means of collection data from the subjects. 7. Facilities for data collecting must be available such facilities like the libraries, computer and information centers. This is important for review of literature and analysis of data. 8. Topic must be significant : it must be vapable of adding to new knowledge thereby providing solution to some knotty educational and social problems.

AIMS OF THE RESEARCH: An organization can use recognition as a strategic measure to show employees that their contribution to the organization is recognized, and in so doning, influence their motivation and job performance. Based on the findings of the research, the organization could improve and encourage the use of effective recognition in the feedback process of the performance management system. OBJECTIVES OF THE STUDY 1) To determine if there is a relationship between rewards and recognition and employee motivation and satisfaction. 2) To determine the impact of rewards on motivation and satisfaction. 3) To determine the impact of recognition on motivation.

4) To determine which factors contribute to work motivation and satisfaction. 5) To determine the impact of biographical variables on work motivation and satisfaction.
HYPOTHESES (i) There is no statistically significant relationship between work content, payment, promotion, recognition, working conditions, benefits, personal, leadership/supervision,general and work motivation and satisfaction in the Operation business unit of an insurance organization. (ii) The nine independent variables (work content, payment, promotion, recognition, working conditions, benefits, personal, leadership/supervision and general) will not significantly explain the variance in work motivation and satisfaction. (iii) There are no statistically significant differences in rewards and recognition based on the biographical variables (gender, home language, marital status, age, race, job classification, educational, qualifications, job grade and tenure). LITERATURE REVIEW The focus of this chapter is to provide insights to the theories that have shaped the understanding of motivation, by focusing on the content theories of motivation. The chapter proceeds with an in-depth presentation of a total rewards management programme and the support that a performance management process can provide to such a programme. Given the focus of this research study, it is important to have a sound understanding of the meaning of rewards and recognition, as they are often used interchangeably, but the literature indicates that there are unique, tangible differences between these concepts. 2.1 INTRODUCTION Today's reality is that people influence important aspects of organizational performance in a multitude of ways. People conceive and implementthe organizational strategy, while the mix of people and systems mostly determines an organization's capabilities. Competencies are required to execute the strategy, and these competencies are primarily a function of the skills and knowledge of an organization's human capital. Therefore, if an organization is to treat its employees as its most important asset, it has to be knowledgeable about what it is that motivates people to reach their full potential (Lawler, 2003). Harris (1996) maintains that the workplace rules have changed. The workplace realities of yesterday no longer exist and what was once a dream of a lifetime job guaranteed in exchange for lifetime company loyalty has died. As the workplace rules have changed, so too must the way organizations meet the new motivational needs of today's employee. This changing work environment is well summarized by Beer et a I. (1984), in which they support the feet those organizations today have significantly changed. In order for an organization to meet its MOTIVATION AND JOB PERFORMANCE Motivation is defined as ''a set of processes concerned with the force that energises behaviour and directs it towards attaining some goal" (Baron, 1983). Kreitner and Kinicki (1992, p. 162) postulate that motivation represents, "those psychological processes that cause the arousal, direction and persistence of voluntary actions that are goal directed." If it is the role of managers to successfully guide employees toward accomplishing organizational objectives, it is imperative that they understand these psychological processes.

The Proposal in Qualitative Research: The purpose of "qualitative" or "naturalistic" research varies according to the research paradigm, methods, and assumptions. Generally speaking, qualitative researchers attempt to describe and interpret some human phenomenon, often in the words of selected individuals (the informants}. These researchers try to be clear about their biases, presuppositions, and interpretations so that others (the stakeholders} can decide what they think about it all. I. Introduction A. Begin with something interesting, e.g., a quote or story, to capture the reader's interest. B. Introduce you question or curiosity. What is it that you want to know or understand? How did you get interested in the topic? If your question has evolved since you have begun, describe the process. C. Tell why there's a need for the study. Cite relevant literature that calls for the need for the research in this area, or demonstrates the lack of attention to the topic. In your own words, describe how you think this study will be useful. D. Describe the intended audience for your research (e.g., the public, family therapists). E. Describe your research product. What form will the report take (e.g., scholarly manuscript, magazine article for the public, script for a documentary video)? F. Conclude the introduction with an overview of your proposal.

II.

Research Paradigm

This section should be included in your proposal when you expect to have readers who are not familiar with the naturalistic research paradigm. It may not be necessary in contexts where qualitative research is an accepted form of inquiry.

A. Use specific language to name and describe your research paradigm (e.g., naturalistic, post-positivist).The term "paradigm" is used here to represent the epistemological, conceptual foundation for qualitative research. See Guba (1990).

B. Describe the philosophical correlates of your research paradigm (e.g., phenomenology, herm eneutics). C. Cite authors who have defined your research paradigm in the social sciences and suggested its application to your field of study and/or your specific topic of study. III. Research Method

A. Identify and generally describe your research method (e.g., ethnographic field study, single case study), and your research procedures (e.g., long interviews, observation). B. Cite the major authors who have described your research method. See Lincoln and Guba (1985); Glaserand Strauss (1967), etc.

IV.

Preliminary Biases, Suppositions and Hypotheses

A. Summarize and reference all of the relevant literature that you have reviewed to date. B. Describe how your review of the literature has influenced the way you are approaching the research. C. Discuss how your previous experience with your topic has influenced the way you have conceptualized this research. Summarize relevant personal an professional experiences, if you have not done so in the Introduction.

Characteristics of Quantitative and Qualitative Methods There are 2 broad categories of data collection methods: quantitative and qualitative. The difference in the 2 categories lies in the approach and the types of questions they seek to answer. There is the erroneous perception that quantitative methods are more objective and that qualitative methods are more subjective. Today's researchers recognise that both methods have subjective and objective qualities.

Quantitative Methods Quantitative research uses methods adopted from the physical sciences that are designed to ensure objectivity, reliability and the ability to generalise. They seek to exert maximum control over the questions and potential answers and most often incorporate probability sampling methods to allow for statistical inference to the larger study population. The researcher is considered external to the actual research, and results are expected to be replicable no matter who conducts the research.

Strengths Precise estimates, backed by statistical theory, are often invaluable for decision-making and advocacy because they are robust and objectively verifiable if the data is collected and analysed correctly. Weaknesses The greatest weakness of the quantitative approach is that it can take human behaviour out of context in a way that removes the event from its real world setting. Factors or variables left out of the data collection instrument are simply not considered in analysis.

Qualitative Methods Qualitative research methods are designed to provide the researcher with the perspective of target audience members through immersion in their culture or situation and through direct interaction with them. These methods help to answer questions such as how and why. The focus is on presenting perceptions, judgments, and opinions and on explaining meanings, processes and reasons.

Strengths The strengths of using qualitative methods are that they generate rich, detailed data that leave the participants' perspectives intact and provide a context for their behaviour. Respondents provide their own explanations in a participatory exchange with interviewers. Weaknesses The weaknesses of using qualitative methods are that data collection and analysis may be labour intensive and time-consuming. As a result the number of respondents to which the method is applied is usually far fewer than for quantitative methods. Another disadvantage is that qualitative methods are often not objectively verifiable.

Quantitative Methods are useful in the following Situations: When 'accurate' and 'precise' data are required. When sample estimates will be used to infer something about the larger population with the support of statistical theory. To test whether there is a statistical relationship between variables. To produce evidence to prove that a particular problem exists, or tojustify a particular strategy. To identify the characteristics of a population {for example, during a baseline survey).

Qualitative Methods are useful when: A broader understanding and explanation is required on a particular topic for which quantitatie data alone is not sufficient. information is needed on what people think about a particular situation, and what are their priorities. Seeking to understand why people behave in a certain way. There is a need to confirm or explain quantitativefindingsfrom a previous survey, or from secondary data. Resources and time are in short supply.

RESEARCH METHODOLOGY
This chapter describes the research design utilised. Specifically, the chapter describes the sample of the study by reflecting on the biographical data of the respondents, the measuring instrument used and issues pertaining to its validity and reliability, the procedure followed to gather the data, the hypotheses and the statistical techniques used to analyse the data.

POPULATION AND SAMPLE Sekaran {2001, p. 225) defines a population as "the entire group of people, events or things of interest that the researcher wishes to investigate." The population for the study was obtained from a large life insurance organization in the London. The study was contained to the Operations business unit, which is the office support staff to the largely sales driven teams that sell life insurance products or solutions. The Operations unit is the largest business unit, but also one of the units that do not have incent/ised reward programmes. The outputs of this unit are significantly important as a support function to the organization. Its key functions include processing of new policies and claims, dealing with client queries and complaints, improving information technology and technology architecture that would ensure system efficiency and effectiveness. These functions often have to be performed under high levels of pressure and against deadlines. The unit population consisted of approximately 1373 employees who are predominantly situated in the London.

DATA GATHERING INSTRUMENT For the purpose of this study a quantitative methodology was followed and a questionnaire was used as the measuring instrument. According to Leary (2004), the major advantages of questionnaires are that they can be administered to groups of people simultaneously, and they are less costly and less timeconsumingthan other measuring instruments. The data gatheringtechniques used included a biographical questionnaire and the Work Satisfaction and Motivation Questionnaire as set out by De Beer (1987).

STATISTICAL TECHNIQUES DATA ANALYSIS The statistical programme used for the analyses and presentation of data in this research is the Statistical Package for the Social Sciences (SPSS) version 12. The descriptive statistics utilized are based on frequency tables and graphical illustrations to provide information on key demographic variables in this study. This is followed with presentation of the inferential statistics based on examination of each hypothesis formulated for the research. 1. 2. 3. Statistical analyses Descriptive statistics Inferential statistics

MULTIPLE REGRESSION ANALYSIS Multiple Regression Analysis is identified through three distinct types of multiple regression procedures, namely, standard, stepwise, and hierarchical multiple regression.

ANALYSIS OF VARIANCE (ANOVA) Analysis of Variance (ANOVA) is a statistical procedure used to analyse data from designs that involve more than two conditions. SCHEFFE'S MULTIPLE COMPARISON PROCEDURE Hinkle, Wiersna and Jurs (1982) indicated that when a statistically significant F ratio is obtained in an ANOVA, and the null hypotheses is rejected, it can be concluded that at least one of the condition means differs from the others.

CONCLUSIONS AND RECOMMENDATIONS It is evident from the study that a variety of factors influence employee motivation and satisfaction. It was also significant to discover that there is a direct and positive relationship between rewards and recognition and job satisfaction and motivation. Hence, if rewards and recognition offered to employees were to be altered, then there would be a corresponding change in work motivation and satisfaction. The direct translation of this could be that the better the rewards and recognition, the higher the levels of motivation and satisfaction, and possibly therefore, the greater the levels of performance and productivity. The insurance sector is an increasingly competitive environment and therefore under constant pressure to manage its cost and to retain its employees. Under these circumstances organizations, such as the one at which the survey was conducted, could benefit by focussing on the factors that positively impact employee motivation and satisfaction. Most organizations in the industry have fairly competitive compensation programmes, but could benefit if they revisit their current offering and include more of the essential elements of what staff would like to receive, such as recognition and acknowledgement (La Motta, 1995).

SUMMARY Organizations are recognising the significant opportunity to improve the return on their human resources investment by aligning reward plans with business strategy and enhancing the value delivered to employees. This process is crucial to business success, and the ability of the organization to attract and retain top performers and critical-skill employees, in an increasingly competitive environment. The research study has shown that managers can employ different strategies to motivate employees, butthat it is important that managers keep in mind that different strategies would have a different motivational impact on different people. To get optimum results from a motivational strategy, the manager has to realise and understand trans-cultural issues, which requires recognition of each individual's unique cultural values, beliefs and practices. Important to consider is that different motivation strategies may affect an employee in different ways at different points in time because conditions, needs and personal objectives are not static but in constant state of flux. A motivation strategy may thus have the influence of increasing motivation in one way and diminishing it in others. To ensure the effectiveness of motivational strategies, it is important to consider the uniqueness of the circumstances and the diversity of the group involved. This will take considerable thought, patience, time and effort, but could have enormous benefits for the team, the business unit and the organization on the whole in terms of enhancing job performance and productivity.