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Qualitative Research Design

23 November 2014

Abstract

Case study is a form of qualitative research method. In relation to employee motivation one may utilize case study to listen and understand the views of all the stakeholders involved. The writer will discuss various case studies to form an understanding of different methods to motivate and empower workers.

Enhancing the Status of the Workplace through Empowerment and Motivation

Most individuals spend a significant portion of their lives at their places of work, and this means that they expect the organizations they work for to do all they can to offer appropriate rewards. Appropriate reward is what empowers the employees to work and deliver in an optimal manner (Pavlović et al., 2014).

Motivation is what define the reasons why people do the things they do, as well as behave in a unique manner. This means that the understanding of the factors which motivate the employees is one of the surest ways of ensuring that they are happy and enjoy their work as much as possible. Motivated employees are satisfied with their work as well as their working conditions. In this regard, cases of absenteeism are rare, and their loyalty to work as well as their organizations is enhanced (Jemielniak, 2012).

With regard to the above observations, it is evident that by understanding the factors which motivate the employees, the management is able to ensure that the workers contribute optimally towards the progress of the organization (Katsirikou & Kiadas, 2012). This paper explicates the advantages of utilizing case studies during the study of the employees’ empowerment and motivation.

The Understanding of Values and Motivation

Case studies are among the best way towards the understanding of the values and, therefore, the motivation of the employees. Every successful organization has unique values and culture. By encouraging the workers to live as per the positive values, the management is able to facilitate a culture where the employees have a sense of ownership over the projects which they engage in. Additionally, they are also in a position to demonstrate continuous improvement in whatever they do (Guo, Cockburn-Wootten, & Munshi, 2014).

The values being advocated by the organization have a significant influence on the behavior of the individuals offering their services at the places of work. Workers ought to be encouraged to relate with each other in a positive manner. The employees ought to focus on the strengths, and not the weaknesses. A case study is the best way to listen, understand, and accept the views of every stakeholder involved (Guo et al., 2014).

While investigating the employees, it is important to consider the ideas and the works of other researchers. It is in this regard that this section considers the views of a couple of theorists who have focused upon the 'greatest places to work in'. Among the theorists include Frederick Taylor, Maslow, Mayo, and Herzberg (Suciu, Halunga, Apostu, Vulpe, & Todoran, 2013).

The views of Taylor are associated with what is commonly referred to as the ‘scientific management’. According to him, monetary reward is among the most important rewards that any organization can offer its employees. Taylor argues that a good pay enhances the rate of output. Several other observers have indicated that Taylor’s view made sense, especially with regard to the employees work with such narrow job confines as the production line. The fact that these individuals are paid in accordance to the work that they do means that they are inclined to put a lot more effort if they believe that that effort will be rewarded (Suciu et al., 2013).

Although scientific management is a good way to enhance productivity, the process has a number of limitations. The process rarely allow for the development of the people. This is due to its limitation to the people’s ability to assume ownership of the activities which they engage in (Btyman, 2011). The employees are expected to be creative: the use of imagination is highly encouraged, and this is due to the manner in which it contributes towards change. Lastly, it ought to be appreciated that scientific management does not encourage interactions between the management and the employees, and this is one of its greatest weaknesses (Quirin, & O'Bryan, 2014).

Motivation according to Maslow

Maslow’s views of motivation relate to the hierarchy of needs. He argues that for there to be an effective empowerment, the employees ought to be availed every need they require. The most important ones, i.e. the physiological needs, are at the bottom of the hierarchy; and they include food, air, clothing, and shelter (Ainsworth, 2013).

Maslow believed that as every level of need is satisfied, the employees tend to aspire to attain the needs in the higher levels. Therefore, for a leader or a manager to be effective in empowering the employees, then they have to understand the level at which an employee is placed. This enables them to have the capacity to take all the factors into consideration before designing and implementing policies (Berkwits & Inui, 1998).

The managers are expected to understand the levels of remuneration which are competitive enough. Competitive salaries enable the employees to acquire all the needs they require or aspire for the purpose of achieving their missions. Coming up with a flexible benefits program is one of the means through which the employees are motivated to keep working and remain with the organization (Quirin, & O'Bryan, 2014). Some of the programs which the employees may be required to choose from include the cash alternative for company cars, discounted life insurance, as well as childcare vouchers. The other needs which the employees aspire to fulfill are those which are related to safety, social, as well as self-actualization (Btyman, 2011).

Elton mayo is credited for being the originator of what is commonly referred to as the Human Resource Movement. Mayo conducted his studies at a plant called Hawthorne, and these tasks were completed during the 1930s. Mayo’s views were that by taking a keen interest on the affairs of the employees, the management is always able to accord the right conditions for work. Consequently, their motivation as well as productivity is enhanced (Berkwits & Inui, 1998).

One of the most important aspect is that Mayo emphasized that there must be considerable interactions between the employees and the management. Indeed, that is the only way that the latter may be in a position to understand the needs and expectations of the former. Mayo’s argument was that the management must do all it can to ensure that the employees are listened to, and that their perceptions are considered and included during policy formulation (Ainsworth, 2013).

Herzberg indicated that satisfied employees tend to be significantly more productive than those who find their work uninteresting and boring. Herzberg’s theory is sometimes referred to as the two factor theory. These two factors are the hygiene factors and the motivators. Hygiene factors are those elements in the workplace which could make the employees become unhappy. This include aspects such as excessive bureaucracy, or even autocracy (Wardlaw, 2009).

Motivators are the issues which encourage the employees to continue working tirelessly, irrespective of the challenges which they go through. These observations have indicated an organization ought to limit the number of hygiene factors while encouraging the motivators (Jemielniak, 2012). It is evident that there must be an appropriate balancing act so as to ensure that resources are utilized optimally. There ought to be no wastage of resources and, at the same time, there ought to be the availing of enough resources so as not to derail the implementation of the policies at hand (Katsirikou & Kiadas, 2012).

Case Studies

Studies which utilize case studies have the capacity to illustrate a range of motivational measures, and it is for this reason why it is encouraging to utilize them in the process of enhancing the efficiency of the workforce. As it has been indicated, the quality of work as well as the associated output can only be reinforced by ensuring that the views of the employees are sought, and that those perceptions are included in policy formulation (Guo et al., 2014).

Case studies are forms of qualitative descriptive explorations which are utilized in examining the individuals, small groups of participants, or even whole groups. With case studies, researchers commence with the collection of data relating to the participants. This process may be accomplished through direct participation, interviews, and observations, examination of records, tests, and protocols. The collection of written samples is also a great way to proceed with these kinds of studies (Jemielniak, 2012).

Starting with the definition of the case studies in question, the guides proceed with the brief historical accounts of the research methods. Then they utilize the carefully documented studies as well as peer-reviewed sources for the purpose of supplementing their findings. Researchers who manage to handle generalizability, reliability, and validity are the ones who pay close attention to the strengths and weaknesses every turn of events presents.

Conclusion

Case studies have been used in the past by various researchers to ascertain the relations ship between employee motivation and productivity. Maslow related productivity to one hierarchy of need, while Herzberg stated that a satisfied worker is significantly more productive. Taylor noted that in cases where the job is repetitive like a production line monetary reward was found to enhance productivity.

References

Ainsworth, J. (2013, March). Business Languages for Intercultural and International Business Communication: A Canadian Case Study. Business Communication Quarterly, 76(1), 28-50. DOI: 10.1177/1080569912471186.

Berkwits, M. & Inui, T. (1998). Making Use of Qualitative Research Techniques. J Gen Intern Med. 13(3): 195–199. DOI: 10.1046/j.1525-1497.1998.00054.x

Btyman, A. (2011). Business Research Methods 3e. London: Oxford University Press.

Guo, S., Cockburn-Wootten, C., & Munshi, D. (2014, June). Negotiating Diversity: Fostering Collaborative Interpretations of Case Studies. Business Communication Quarterly, 77(2), 169-182. DOI: 10.1177/2329490614530464.

Jemielniak, D. (2012). The New Knowledge Workers. Boston, MA: Edward Elgar Publishing.

Katsirikou, A. & Kiadas, C. (2012). New Trends in Qualitative and Quantitative Methods in Libraries: Selected Papers Presented at the 2nd Qualitative and Quantitative Methods in Libraries : Proceedings of the International Conference on QQML2010, Chania, Crete, Greece, 25-28 May 2010. Singapore: World Scientific.

Pavlović, D., Todorovic, M., Mladenovic, S., & Milosavljevic, P. (2014). The Role of Quality Methods in Improving Education Process: Case Study. Serbian Journal of Management, 9(2), 219-230. DOI: 10.5937/sjm9-5538.

Quirin, J.J., & O'Bryan, D.W. (2014, May). The Mobile Home Monster: A Forensic Case in the Use of Public Records to Locate Assets. Issues in Accounting Education, 29(2), 371-378. DOI: 10.2308/iace-50616.

Suciu, G., Halunga, S., Apostu, A., Vulpe, A., & Todoran, G. (2013). Cloud Computing as Evolution of Distributed Computing - A Case Study for Slap OS Distributed Cloud Computing Platform. Informatica Economica, 17(4), 109-122. DOI: 10.12948/issn14531305/17.4.2013.10.

Wardlaw, K. (2009). Exploring Public Service Motivation Theory and Perceptions by Military Retirees: A Qualitative Study. New York, NY: ProQuest.