BBRC4103
BACHELOR OF BUSINESS ADMINISTRATION WITH HONOURS SEMESTER SEPTEMBER 2017 BBRC4103 RESEARCH METHODOLOGY (ASSIGNMENT 2)
MATRICULATION NO
:
7910114!0"1001
IDEN IDENT TITY ITY CARD CARD NO#
:
7910 79101 1$1 $14$ 4$!0 !0"1 "1
TELEPHONE NO#
:
019$4124
E$MAIL
:
%&'%*%%+,-%.//#/'
LEARNING CENTRE
:
SHAH ALAM
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TABLE OF CONTENTS
PAGE
Introduction
3–4
The Sampling Design Simple Random Sampling
5
Stratified Sampling
6
Cluster Sampling
6
Multistage Sampling
7
Data Collection Direct !ser"ation
#
$uestionnaire % Inter"ie&s
#–'
(ocus )roup
'
Sur"e* Method Sur"e* Design
+, – ++
Sur"e* -dminstration
++
Data -nal*sis ./plorator* Data -nal*sis Descripti"e Statistics Inferential Statistics
+0 – +3 1
+4 +4
Reference
+5
Conclusion
+6
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INTRODUCTION -ttitude to&ards &or2 has a great importance on organiational de"elopment !ecause of this
poor attitude has !een and is still a source of concern to o&ners regulators customers and some co&or2ers Conse8uentl* in a professional &or2 setting poor attitude can affect e"er*one and cause conflicts among &or2ers In some instances poor attitude might !e ignored !* the ma9orit* of the &or2ers and a good &or2er &ith a slight poor attitude does not affect the corporation -ccording to &or2er regardless of his discipline ha"e a moral attitude to pla* in an organiation :oor attitude to &or2 might include lainess rudeness tardiness rumour mongering or an* other acti"it* or !eha"iour that deter the o"erall organiational goals "ision and mission Stated that if one &or2er !egins complaining his discontent might spread to other &or2ers ;ence poor attitude can ha"e a detriment effect on &or2 causing &or2ers to !ecome apathetic and despondent &hich &ould resulted to occurrence of mista2es more often and output &ould li2el* to !e do&n Most at times group of &or2ers can cause poor attitude to &or2 !* underl*ing for general discontent (urthermore in"ol"ement of human !eings in running the affairs of an* formal corporation is of significant importance man* &riters ha"e highlighted that &or2ers are one of the primar* element aspect that promote organiational effecti"eness Man* other factors ma* cause poor attitude to &or2 such as e/ternal factors &or2 culture and machine condition It is o!"ious that Triple- organiations are faced &ith poor le"el of attitudes such as .rratic pro"ision of ser"ices has !ecome an increasing persistent pro!lem facing the corporation and seriousl* affecting the general pu!lic Careless and casual handling of the e/isting tools and machines and )eneral nonchalant attitude of staff in the discharge of their duties In an attempt to conceptualie criticall* and on concrete !asis on &h* there is poor attitude !* &or2ers to&ards the corporations it is necessar* to anal*se and e/amine the causes of poor attitude to &or2 In an attempt to anal*se the causes of poor attitude to &or2 se"eral researches ha"e !een done !efore on &or2ers attitude ased on the stud* of the effects of &or2er producti"it* commitment leadership st*le organiational success and &ell!eing in general are 2e* in promoting 8ualities that are instrumental in guiding an
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organiation to 9o! satisfaction -s a manager of Triple-=s compan* need to foster intrapersonal interpersonal stress management general mood and adapta!ilit* and effecti"el* guide emplo*ees through the use of these s2ills Training and De"elopment is an important aspect that must ta2e place in most of the organiation such as Triple- for the purpose of achie"ing the desired goals and o!9ecti"es Training of &or2ers is fre8uentl* used as a means to address negati"e attitude and increase performance In other &ords training and retraining is 8uite often necessar* for ne& and e/isting &or2ers in order to adapt &ith their ne& s2ills or 9o!s that rapidl* and consistentl* changing &ith influ/ of ne& technologies .fforts are !eing made to measure the effect of training on &or2ers and identif*ing factors &hich contri!ute to effecti"e training ;ence all organiation must ha"e a training program to ensure that their &or2ers are introduced to the higher le"el of s2ills and 2no&ledge In a stud* conducted on The .ffecti"eness of Training suggested that Triple- had increase their concern &ith regards to the effecti"eness of training and de"elopment since it is critical to enhanced onthe9o! performance in order to achie"e ?e* :erformance Indicators @?:IA for each emplo*ees
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THE SAMPLING DESIGN
Increasingl* 9o! attitudes researchers ha"e responded to this pro!lem through the use of e/periencesampling design methodolog* Simple Random Sampling
It is often not necessar* to sur"e* the entire population Instead *ou can select a random sample of emplo*ees and sur"e* 9ust them
If &e are simpl* loo2ing at one large group of emplo*ees as a &hole the process of determining a random sample is prett* straightfor&ard
In other &ords to achie"e the same le"el accurac* arge population E smaller percentage of emplo*ees sur"e* Smaller population E larger percentage of emplo*ees sur"e*
.mplo*ee Sur"e* Should I use simple random sampleF (or emplo*ee sur"e* for large companies such as Triple- random sampling can !e an option to consider &hen conducting an emplo*ee sur"e* ?eep in mind ho&e"er that man* of the most critical emplo*ee engagement or emplo*ee satisfaction pro!lems are often found in small su!groups &ithin the organiation Random sampling can ma2e it difficult or impossi!le to identif* these hidden poc2ets of discontent since there &onGt !e enough emplo*ees selected &ithin those small groups to measure local emplo*ee attitudes
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Stratified Sampling
(rom here &e can to understand the differences !et&een different groups of emplo*ees li2e senior managers "s regular emplo*ees
To using this stratified sampling &e need to select a separate random sample from each of the su!groups rather than 9ust ta2ing a single random sample from the entire group The process is slightl* more time consuming and &ill re8uire to sur"e* a greater num!er of people o"erall !ut this techni8ue can !e "er* "alua!le
To conduct a stratified random sample thin2 carefull* a!out the single most rele"ant demographic di"ision that can !e made !et&een emplo*ees &ithin *our population
If &e &anted to loo2 at emplo*ee sur"e* results and !* le"el and 9o! function &e &ould need to loo2 at each le"elHfunction com!ination and &e might find "er* small num!ers of emplo*ees &ithin some of these areas
Cluster Sampling
In cluster sampling in Triple- Compan* are randoml* selected and all emplo*ees of selected clusters are included in the sample
(or e/ample suppose that Triple- Compan* is tr*ing out a ne& s*stem to impro"e the management of compan* If &e &ant to use cluster sampling &e can consider each di"ision as a cluster and select and assign di"isions at random to the ne& s*stem or to the old s*stem The s*stem in the selected di"isions &ould then !e the focus of the sur"e*
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Multistage Sampling
The sample &ill !e selected in Triple- Compan* and if this group of the emplo*ees is too geographicall* dispersed a su! selection geographical cluster &ill !e made The sample &ill consist of 6, clusters each of 5, emplo*ees
The area sample &ill !e !ased on the same geographic regions !oth for reasons of minimising inter"ie&er tra"el and to pro"ide a suita!le control group for the sample of emplo*ees
-s increase the num!ers of clusters can decrease the sie of the sample &ithin each
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DATA COLLECTION
Data collection is the process of gathering the specific information used to ans&er the research 8uestions Depending on the discipline or field the nature of the information !eing sought and the o!9ecti"e or goal of users the methods of data collection &ill "ar* and suita!le method for Triple- Compan* as !elo&
1. Direct Observation
Naturalness of the Settins! The setting for the o!ser"ations can "ar* from
natural en"ironments @such as &or2placeA $ualitati"e researchers do o!ser"ations almost e/clusi"el* in natural settings $uantitati"e researchers use the &hole range of settings Degree of !ser"er :articipation This dimension "aries from situations in &hich the manager is a participant to situations in &hich the manager is entirel* uno!trusi"e Most o!ser"ations ho&e"er are done in situations in &hich the participants 2no& that that manager is o!ser"ing them and ha"e agreed to it Such manager attempt to !e uno!trusi"e perhaps !* o!ser"ing from !ehind a one&a* mirror
2. Questionnaires and Interviews -
$uestionnaires are &ritten 8uestions to &hich the emplo*ees are as2ed to respond in &riting often !* chec2ing or circling responses >oth 8uestionnaires and inter"ie&s can !e highl* structured !ut it is common for inter"ie&s to !e more openended allo&ing the emplo*ees to pro"ide detailed ans&ers penended 8uestions do not pro"ide choices for the emplo*ees to select rather the* must formulate an ans&er in their o&n &ords This t*pe of 8uestion re8uires the least effort to &rite !ut the* can !e difficult to code and the* are demanding for participants especiall* if responses ha"e to !e &ritten or concern issues that the person has not considered Closedended items as2 emplo*ees to choose among discrete categories and select &hom one !est reflects their opinion or situation $uestions &ith ordered choices are common on 8uestionnaires and are often similar to the indi"idual items in a personalit* in"entor*
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or a summated attitude scale These 8uestions ma* in fact !e single i2ertt*pe items &hich the emplo*ees are as2ed to rate from strongl* disagree to strongl* agree -
Inter"ie&s are a series of 8uestions presented orall* !* an inter"ie&er and are usuall* responded to orall* !* the emplo*ees T&o main t*pes of inter"ie&s are telephone and facetoface Telephone inter"ie&s are almost al&a*s structured and usuall* !rief &hereas facetoface inter"ie&s can "ar* from &hat amounts to a highl* structured oral 8uestionnaire &ith closed ended ans&ers to indepth inter"ie&s preferred !* 8ualitati"e researchers Indepth inter"ie&s are usuall* taperecorded and transcri!ed so that the emplo*ee=s comments can !e coded later -ll t*pes of inter"ie&s are relati"el* e/pensi"e !ecause of their onetoone nature.
. !ocus "roups (ocus group method is !asicall* an inter"ie& method !ut done in a group discussion setting
There ma* !e a small group of emplo*ees &ith different department and le"el !ut the setup or frame&or2 of data !eing deli"ered and shared ma2es it possi!le to come up &ith a &ide "ariet* of ans&ers
o
o
Much of the success of the discussion &ithin the focus group lies in the hands of the moderator ;e must !e highl* capa!le and e/perienced in controlling these t*pes of interactions
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SUR"E# METHOD
1.
Surve# Design It is time for the actual design of the Sur"e* Sur"e*s are data collection techni8ues used to o!tain information from people ;uman resource professionals or the designers must as2 from &hich people ho& often and &hen should the sur"e* !e administeredF -s soon as *ou raise such 8uestions *ou must !ecome concerned &ith the sample and design of the sur"e* The sample is the num!er of people in the sur"e* The designers need to consider &hen and ho& often the sur"e* should ta2e place @9ust once crosssectional o"er time or should it !e longitudinalFA -t the !eginning ha"e a general information section co"ering the sur"e*=s purpose Define an* termsHdefinitions that the emplo*ees need to 2no& ho& to respond anon*mit* etc (ear of reprisal is an issue that highlights an important distinction !et&een organiational sur"e*s "ersus those used for social political polling or mar2eting purposes The departmentHunit manager and the Sur"e* -dministrator need to spend e/tra time to assure anon*mit* and if fear still e/ists the option of not ta2ing the sur"e* should !e a"aila!le The designers should list an* specific or special meanings of terms that the emplo*ees need to 2no& to !etter ans&er the 8uestions Terms such as J>ossK or JSuper"isorK J
$uestions need to !e consistentl* understood
o
.mplo*ees need to ha"e access to the information re8uired to ans&er each 8uestion
o
The &a* in &hich emplo*ees are as2ed to ans&er the 8uestions must pro"ide an appropriate &a* to report &hat the* ha"e to sa*
o
.mplo*ees must !e &illing to pro"ide the ans&ers called for in the 8uestion
-s part of the 8uestions list se"eral steps to follo& in e/pressing feelings a!out each 8uestion - sample of directions for these steps could !e as follo&s Read each item !efore starting to mar2 *ou ans&er pic2 the one ans&er &hich most nearl* sa*s &hat *ou or ho& *ou feel and feel free to change *our ans&er@sA :ro"ide directions that *ou RESEARCH METHODOLOGY – SEPT 17
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!elie"e &ill !e of importance to assure the accurac* of the data pro"ided (or e/ample JI en9o* the &eather in this to&nK If *ou tend to agree &ith this statement *ou &ould circle the ans&er num!er under -)R.. -lternati"el* *ou can indicate ho& much *ou -)R.. ,R DIS-)R.. &ith each statement .ach 8uestion should !e completed !* circling one of the a"aila!le choices or options
2.
Surve# $dministration Sur"e* administration 8uestionnaires re8uire a great deal of preparation -dministered sur"e*s t*picall* pro"ide a high degree of anon*mit* and confidentialit* and are often the method of choice for sur"e*s containing sensiti"e items The departmentHunit manager should personall* meet &ith all sur"e* respondents to e/plain the purpose and use of the sur"e* )reat emphasis should !e placed on the anon*mit* or confidentialit* of their responses and that the sur"e* is "oluntar* ./plicit e/planations of the steps in"ol"ed in the sur"e* process should !e shared It is recommended that the :rogram -dministrator !e present and introduced and !e open to ans&ering an* 8uestions The preparation of this meeting is "er* important and can !e a deciding factor in man* emplo*ees= minds as to the &orth and sincerit* of the sur"e* It is recommended that the sur"e* !e administered on Triple- Compan* time and in a pri"ate office prefera!l* &ith a door :rior to the sur"e* administration great care should !e gi"en !* management that opinions e/pressed !* the respondents are not to !e ta2en personall* or used against the respondents in an* &a*
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DATA ANAL#SIS
nce the data is cleaned it can !e anal*sed The statistical anal*ses methods used &ill !e the e/plorator* descripti"e statistics and inferential statistics 1.
%&plorator# Data $nal#sis Data used in this stud* has !een collected and it contained the &or2ing attitude emplo*ee=s information in Triple- Compan* The &or2ing attitude emplo*ees include 8uestions related to e"el of &or2 stress @+, 8uestionsA .mplo*ees perception on the &or2 load @+, 8uestionsA Lo! satisfaction @+, 8uestionsA
In the anal*sed dataset the "aria!le related to &or2ing attitude emplo*ees in Triple2no&n as Jseparation t*pesK has 6 possi!le "alues Salar* >enefit (acilities :romotion Increment
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-nal*sing separation t*pes and their relation &ith gender the follo&ing figure sho&s a higher percentage a!o"e is female
Regarding the age range &e notice emplo*ees &ho are !et&een 0+3, *ears old ha"e more pro!a!ilit* to ha"e pro!lem &ith negati"e attitude &hereas emplo*ees &ho are o"er 5+ ha"e ma9or pro!a!ilit* to promotion issues
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2.
Descriptive Statistics The descripti"e anal*sis &ill !e used to anal*se the mean and standard de"iation of independent "aria!les and dependent "aria!le The results sho& that from the sample of 037 respondents the mean for 9o! attitude is ++30, &ith a standard de"iation @SDA of +43, This computation demonstrates that man* emplo*ees still ha"e a lessthanoptimal attitude to their 9o!s as indicated !* the lo&er "alue of the standard de"iation - lo& score on 9o! attitude indicates that the le"el of satisfaction is also lo& In addition the calculated arithmetic means for 9o! en"ironment remuneration administration and 9o! progress are less than the calculated arithmetic mean for &or2 colleagues Since the a"erage le"el of satisfaction is represented !* a mean of 36 it is e"ident that man* emplo*ees ha"e a lo& score for 9o! attitude !ecause the* are not satisfied &ith the salar* !enefit facilities promotion increment and &or2 en"ironment .mplo*ees &ere greatl* satisfied !* their colleagues @mean E 3#04 SD E 3+3A than the salar* @mean E 30+0 SD E 63,A &or2 en"ironment @mean E 070, SD E 53,A increment @mean E 0435 SD E 400A and promotion @mean E 03+, SD E 4#,A
3.
Inferential Statistics Inferential statistics &ere used to esta!lish the relationship that e/ists !et&een 9o! commitment and 9o! attitude among emplo*ees in addition inferential statistics &ere used to ascertain the connection !et&een emplo*ee commitment 9o! attitude and pro"ision of 8ualit* ser"ice Ma9or correlations !et&een salar* and attitude @r E ,5'# p ,,+A &or2 en"ironment and attitude @r E ,5#5 p ,,+A &or2 colleagues and 9o! attitude @r E ,3#6 p ,,+A and increment and attitude @r E ,06# p ,,5A There &as no significant relationship !et&een the nature of the 9o! and 9o! satisfaction @r E ,++3 p N ,,5A The most significant relationship occurs !et&een se/ and 9o! attitude @r E ,67 p ,,+A In addition the age of respondents and 9o! attitude &ere strongl* correlated @r E ,5, p ,,+A There &as also a significant relationship !et&een 9o! status and 9o! attitude @r E ,45 p ,,+A and 9o! le"el and 9o! attitude @r E ,37 p ,,+A
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CONCLUSION
The main o!9ecti"es of this stud* &ere to in"estigate the relationship !et&een emplo*ee commitment and 9o! attitude and its effect on ser"ice 8ualit* in the Triple- Compan* The o!9ecti"es &ere satisfied !* collecting and anal*sing pertinent data using "arious statistical techni8ues The finding from this research concludes that salar* !enefit facilities promotion increment and &or2 en"ironment is the determinant of 9o! performance (rom the sampling design &e ha"e choose @+A simple random sampling &hereas is the !asic sampling techni8ue &here &e select a group of emplo*ees @a sampleA for stud* from all emplo*ees in Triple- Compan* @a populationA @0A Stra tified Sampling is a pro!a!ilit* sampling techni8ue &herein &e di"ides the entire population into different su!groups or strata then randoml* selects the final emplo*ees proportionall* from the different strata @3A Cluster Sampling is a techni8ue in &hich clusters of emplo*ees that represent the population are identified and included in the sample and @4A Multistage Sampling @also 2no&n as multistage cluster samplingA is a more comple/ form of cluster sampling &hich contains t&o or more stages in sample selection (rom large cluster of all emplo*ees in Triple- di"ided into small clusters in se"eral stages in order to ma2e primar* data collection more managea!le
.
In data collection method &e ha"e chosen @+A direct o!ser"ation is a method of collecting e"aluati"e information in &hich the e"aluator &atches the su!9ect in his or her usual en"ironment &ithout altering that en"ironment @0A $uestionnaire and Inter"ie&s &hich a 8uestionnaire is a series of 8uestions often as part of a sur"e* and usuall* in &riting or online and an inter"ie&s consists of a series of 8uestions O t&o&a* con"ersation in the conte/t of a 9o! application or in the conte/t of a 9ournalistic in8uir* often face to face or on the telephone @3A (ocus )roup is a small group of emplo*ees &hose response to this research is studied to determine the response that can !e e/pected from all emplo*ees (or sur"e* method it the !est to choose sur"e* design and sur"e* administration
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;aslinda -@0,,'A Training Peeds -ssessment and -nal*sis - Case of Mala*sian Manufacturing (irms .uropean Lournal of Scientific Research ISSP +45,0+6Q ol37 Po3 @0,,'A pp35+ 36, .uroLournals :u!lishing Inc 0,,'
elicer <( ;uc2el ; % ;ansen C. @0,,3A - measurement model for measuring attitudes to&ard "iolence :ersonalit* and Social :s*cholog* >ulletin +5@3A 34'364 47U
Lorfi; Vacco! ;( Shah IM and Lorfi M@0,+0A - $ualitati"e -nal*sis of the Moti"ation In"estigation of .motional Intelligence @.IA in dealing &ith Lo! Satisfaction @Case Stud* in .ducation of Du!aiA International Lournal of -cademic Research in :rogressi"e .ducatio n and De"elopment Lanuar* 0,+0 ol + Po +
(atimah Poraishah D Pasir R% ?hairuddin R@0,+0A .mplo*ment Securit* as Moderator on the .ffect of Lo! Securit* on eing
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P Con&a* and R > >riner J(ullTime "ersus :artTime .mplo*ees nderstanding the in2s !et&een eha"ior ol 6+ Po 0 0,,0 pp 07'3,+
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