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Research Questions and Methodology
Liberty University
BUSI 710
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Research Questions and Methodology
Problem Statement
The general problem to be addressed is that while Ryanair’s strategic human resource
management (SHRM) practices have effectively reduced operational costs, they may possibly
adversely affect employee satisfaction and organizational performance. There is a long-standing
belief in organizational management that in competing globally, firms must seek cost
containment and efficiency rather than strictly relying on revenue growth and increment (Harvey
& Turnbull, 2020; Kajanova, 2017). Companies today continually seek to enhance their
competitive positions in the modern business environment characterized by heavy globalization.
The quest to gain competitive advantage has seen organizational managers establish that
leveraging outside service providers for organizational processes perceived supplementary to the
core businesses can be practical in cost-cutting and maintaining quality (Edvardsson &
Óskarsson, 2021; Elhoushy et al., 2020). As such, there is a growing trend of cost-cutting to
maintain organizational competitive positions. However, literature has comprehensively
established that the various cost-cutting strategies adopted in organizational operations—
including temporary employee contracting and outsourcing—are directly related to job insecurity
and low employee morale (Harvey & Turnbull, 2020). Similarly, literature has established a
direct association between employee satisfaction and organizational performance, employee
productivity and turnover rate, and customer satisfaction (Siripipatthanakul et al., 2022; Stirpe et
al., 2022). The specific problem to be addressed is the possibility that Ryanair’s SHRM
practices may undermine employee satisfaction, which possibly could detract from the airline’s
overall organizational performance.
Research Questions
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This paper aims to give a qualitative analysis of the impact of SHRM practices on
Ryanair's organizational strategies. Specifically, it is established that Ryanair’s SHRM has
focused on cost-cutting, which is established in the literature that cost-cutting strategies like
outsourcing and temporary contracting reduce employee morale and satisfaction. Low employee
satisfaction affects organizational performance and customer satisfaction. Consequently, the
research questions for this study revolve around how Ryanair has managed to maintain a
competitive position in the commercial aviation sector.
1. How has Ryanair maintained a competitive position in the industry with its cost-cutting
measures in place?
2. How do Ryanair's cost-cutting measures affect the relationship between employees and
management?
3. In what ways do Ryanair's cost-cutting practices influence customer perception and the
general outlook of the brand?
Research Methodology
The current study deems mixed methods research design most appropriate to address the
outlined research questions comprehensively. The mixed method research design employs
qualitative methods as the primary methodology while supplementing quantitative data. More
specifically, the most appropriate mixed methods design to fully address the research questions
outlined for the current study is the explanatory sequential design since the study focuses on
understanding why and how. The initial steps in the explanatory sequential research design
involve collecting and analyzing qualitative data and proceeding by collecting and analyzing
quantitative data. The approach to addressing the research questions adopts a sequential
approach that allows a deep assessment of the study's primary objective through qualitative
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methods. Quantitative analysis helps expand and validate the findings of the study. The initial
research stage involves qualitative methods like interviews, focus groups, and content analysis.
This approach helps understand the nuances of Ryanair’s SHRM practices, how these practices
impact employee morale and satisfaction, and the effects on organizational performance and
customer satisfaction. The qualitative phase of the research follows, where quantitative data
analysis will play a central role in validating and quantifying the findings from the qualitative
phase. Quantitative analysis involves surveys and statistical analysis of organizational data such
as employee satisfaction scores, financial performance metrics, and customer perception surveys.
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References
Edvardsson, I. R., & Óskarsson, G. K. (2021). Outsourcing of Human Resources: The Case of
Small-and Medium-Sized Enterprises. Merits, 1(1), 5-15.
https://doi.org/10.3390/merits1010003
Elhoushy, S., Salem, I. E., & Agag, G. (2020). The impact of perceived benefits and risks on
current and desired levels of outsourcing: Hotel managers’ perspective. International
Journal of Hospitality Management, 91, 102419.
https://doi.org/10.1016/j.ijhm.2019.102419
Kajanova, J. (2017). Costs under the pressure of globalization. Wolters Kluwer, ISBN
807552943X, 9788075529435
Siripipatthanakul, S., Jaipong, P., Limna, P., Sitthipon, T., Kaewpuang, P., & Sriboonruang, P.
(2022). The impact of talent management on employee satisfaction and business
performance in the digital economy: A qualitative study in Bangkok, Thailand. Advance
Knowledge for Executives, 1(1), 1-17. https://ssrn.com/abstract=4157704
Stirpe, L., Profili, S., & Sammarra, A. (2022). Satisfaction with HR practices and employee
performance: A moderated mediation model of engagement and health. European
Management Journal, 40(2), 295-305. https://doi.org/10.1016/j.emj.2021.06.003
