The Research Proposal The Role of Strategic Management and Le.docx

The Research Proposal: The Role of Strategic Management and
Leadership Traits on Employee Performance, Motivation, and
Job Satisfaction: Chapters 1 – 5 of the Dissertation Comment by
Bob Widner: Please present only the title of your dissertation
here. Comment by Bob Widner: Consider adding your
research design.
Submitted to South University
College of Business
In Partial Fulfillment of the Requirements
For the Degree of
Doctor of Business Administration
XXXXXXXX
November 2022
THE RESEARCH PROPOSAL BUS8100 – BUS8120
Running Head: THE RESEARCH PROPOSAL BUS8115 –
BUS8120
Abstract Comment by Bob Widner: This abstract is likely not
accurate or complete as it reflects the results from Ch. 4. As

Ch. 4 stands the results are incomplete and inaccurate.
The research study will focus on the role of strategic
management traits on employee performance, motivation, and
job satisfaction. A literature review shows that strategic
management style affects employees' performance,
determination, and job satisfaction. Pioneer scholars have
extensively researched strategic management styles though there
is limited literature on the impacts of management traits. The
purpose of the study is to illustrate the need for new
management approaches in organizational management by
comparing the varying effects of management and leadership
traits on performance, motivation, and job satisfaction. The
existing management styles have weaknesses necessitating the
need for more advanced approaches that can address these
limitations. The study looks at different management traits to
blend them to meet employees' needs and organizations'
objectives. The researchers will use a situational strategic
management theoretical framework to venture into the study.
The framework recognizes the need for leadership adaptability
based on situations. Stakeholders will use the findings to
strengthen organizational management. In this study,
researchers are using management, as well as leadership in
other areas.
Dedication
I would like to think God first and foremost for seeing me
through my whole doctoral program. It was with him that I was

able to pull through it all, and through him all things were and
have been possible. You have blessed my family and me with so
much. We all thank you for everything that you have done, and
are doing. Lord, you are my confidant, my Alpha and Omega,
you are my creator, and that’s why you are so amazing! Amen.
This current dissertation is dedicated to my mother Constance,
who never stopped loving me, giving me encouraging words,
and pushing me to excel. She was always there when I needed a
shoulder to cry on, and she held me tight reassuring that
everything was going to be okay. Words cannot express the love
I have for my mother. I am so blessed to have a mother like
you! I hope I have made you so proud.
To my Grandmother Evangelist Rudy, you have also been that
strong woman or backbone in my like as well. Anytime I needed
you, you were right there! I would like to thank you for your
love, and encouraging words of wisdom and truth. I love you!
To my Son De’Andre, mommy loves you so much little boy.
You are my miracle baby, my son-shine, and my world. You
helped push me to be a better person, as well as a better mother.
Mommy loves you unconditionally, and I hope you know that.
To my aunts Von, Pam, and uncle Andre, thank you for all the
love and support you two have for me. Thank you for being
there when you could be. I love you all to the moon and back!
Lastly, to my husband Kevin, words could not express the love I
have for you. I would have never thought I would meet, or have
a husband like you. Thank you for always being my backbone,
and pushing me to keep striving. You are my yin to my yang.
You are one of the best husbands a woman could ever ask for.
Thanks for the love and support you’ve always gave
babeAcknowledgements
It is a genuine pleasure to express my deep sense of thanks and
gratitude to all of the faculty and staff at South University for
helping, and leading me the way to success. They have lifted me

up when I was down and out. Your timely advice, meticulous
scrutiny, scholarly advice, and scientific approaches has helped
me to a great very great extent to accomplish this task. Those
faculty and staff that I would like to recognize are
XXXXXXXXXXXXXXXXXXX. I am truly thankful to have
some of you to help me pray in trying times, and all of you to
help me stay positive when I felt like giving up. I am lucky to
have known you all, and I appreciate everything.
List of Tables
Table 1: Pearson Correlation
Analysis..................................................................................
........52

List of Figures
Figure 1: The SWOT Metrix
...............................................................................................
.........34
Figure 2: Overview of Age
Groups....................................................................................
...........38
Figure 3: Amount of Supervisors and Managers
..........................................................................39

Table of Contents
Abstract i
Dedication ii
Acknowledgements iii
List of Tables iv
List of Figures v
Chapter 1 - Introduction 1
Purpose of the Study 2
Statement of the Problem 2
Theoretical Framework 3
Definitions 3
Research Questions and Hypotheses 4
Scope of the Study 8
Delimitations: 8
Limitations: 8
Assumptions, Risks and Biases 9
Significance of the Study 9
Summary 10
Chapter 2 - Literature Review 11
Definition of Strategic Management 12
The strategy statements 13
Importance of vision and mission statements 13
Conceptual Framework 14
Strategic Decisions in Strategic Management 22
Characteristics and Features of Strategic Decisions in Strategic
Management 23
Business Policy 25
Features of a Good Business Policy 25
Importance of Business Policies 26
SWOT Analysis 27
Factors of the SWOT Analysis (Strengths, Weaknesses,

Opportunities, and Threats) 27
Advantages of SWOT Analysis 29
Limitations of SWOT Analysis31
Competitor Analysis32
Reasons for Doing a Competitor Analysis 32
Strategic Leadership34
Summary 35
Chapter 3 - Methodology 36
Research Design 36
Population and Sample 37
Instrumentation 39
Structured Interviews 41
Research Procedures 41
Data Analysis 42
Protection of Human Rights 43
Delimitations and Limitations 44
Assumptions, Risks and Biases 44
Significance of the Study 45
Summary 46
Chapter 4 - Results 47
Purpose of the Study 47
Questions and Hypotheses 47
Initial Data Examination 49
Statistical Analysis 49
Results Summary 54
Chapter 5 - Discussion 55
Need for Study on Employee Motivation, Performance, and Job
Satisfaction Concerning Strategic Management Leadership
Traits 55
Importance of Employee Motivation in an Organization 56
Limitations of Employee Performance and Limitation despite
Excellent Strategic Management and Leadership Traits 56
Limitations and Further Scope of the Study 57
Summary of the Study 59
References 61
Appendices 66

Appendix A: Informed Consent Form for Participants 67
Appendix B: Screening Questionnaire for Participants 68
Appendix C: Permission from Michelin’s HR Manager 69
Appendix D: Message Group Board Post 71
Appendix E: IWPQ Permission72
Appendix F: MLQ Permission 75
Appendix G: MLQ 76
Appendix H: Individual Work Performance Questionnaire
(IWPQ) 78
Appendix I: Sample Size Calculator 81
Appendix J: SurveyMonkey 82
Appendix K: Age Rang and Sex of Managers and Supervisors 83

THE RESEARCH PROPOSAL BUS8115 – BUS8120 i
THE RESEARCH PROPOSAL BUS8115 – BUS8120 26
Chapter 1 - Introduction
The current research study will focus on the impacts of
strategic management attributes on employee performance,
motivation and, job satisfaction. There are different
management styles such as autocratic style, participative style,
teamwork management style, participatory management style,
task-oriented style, and people-oriented style that management
use to influence their followers towards a particular
organizational goal. Some of the approaches are
transformational, Laissez-Faire, democratic, transactional and
autocratic management. Business cultures influence extensively
the type of strategic management styles used in organizations.
Many scholars in organizational behavior and management have
published articles on how management styles affect employee
performance, motivation, and job satisfaction. Most researchers
have found out that the type of management style utilized in
organizations affects employees. Research by Al Khajeh (2018)
to determine the role of management on performance found out
that management approaches affect organizational performance.
Also, researchers have found that transformational and
transactional management styles have varying impacts on
performance, employee motivation, and job satisfaction (Choi et
al., 2017). Employees work well under some management styles
because their leaders appreciate their contributions at their
workplace. In other situations, employees may feel encouraged
when leaders reward their top performances. Comment by Bob
Widner: Citation?

Unlike previous studies focused on management style in
general, this research study will focus on management traits. In
Manufacturing, senior stakeholders distinguish each of the
management styles by characteristics that have a significant
impact on employee performance. People characterize
management by rewarding and punishing instances, while
management is by inspiration and follower empowerment (Choi
et al., 2017, Lan et al., 2019). There is a need to narrow down
to the particular traits to understand their impacts on
employees. The study is crucial in the field of organizational
management and behaviors in many ways. The study's findings
can help leaders find a proper balance of management traits to
create a motivated, performing, and satisfied workforce. Also,
the study's outcomes may help leaders and organizations to
incorporate appropriate management styles within their
operations. Thus, the study will focus on management traits and
how they impact performance, motivation, and job satisfaction.
The management traits that the study will focus on are
visionary, delegation, and reward and punishment. Comment by
Bob Widner: Consider citing a few exemplary studies.
Comment by Bob Widner: Next sentence might present an
operational definition of "management traits" for the reader.
Comment by Bob Widner: Consider providing a list of
those traits in parentheses. Comment by Bob Widner: Are
you referencing your dissertation? Comment by Bob Widner:
This is a strong subjective assessment. As researchers we might
want to avoid the use of such language. Comment by Bob
Widner: Do you think these "management traits" might vary as a
function of leadership style? Comment by Bob Widner: Why
are you focusing on these traits? Your reader will likely want
to know this.Purpose of the Study Comment by Bob Widner:
Purpose Statement (which should be the first sentence in this
section) should be quite similar to your Problem Statement with
the added information of the research design that is being used
and the general geographical location from which the

participants will be recruited.
Keep in mind that you target population is a subset of your
population and is usually differentiated from it by stating a
geographical location (e.g., South Eastern part of the USA).
The purpose of the study is to shift overemphasis on
management styles to management traits. The second purpose is
to inform organizations against restricting strategic management
to one management style. In other words, the study will intend
to help a visionary leader to use reward and punishment rather
than inspiration only. While visionary is a trait for a traditional
leader and reward and punishment a character of a transactional
leader, leaders can merge them to create a hybrid management
style based on how they complement each other. Comment by
Bob Widner: Are not these two intertwined? Can we separate
them out and focus just on "management traits"? Comment by
Bob Widner: How will this be accomplished if your study
focuses on "management traits"? Comment by Bob Widner:
Your reader might be somewhat confused here. Are you
focusing on traits or leadership styles? Are you suggesting that
we can create a "new" leadership style by mixing and matching
traits?
Statement of the Problem Comment by Bob Widner:
Remember that your Problem Statement needs to have all of the
variables that you are interested in using and that are
represented in your RQs. Comment by Bob Widner: Remember
that your Problem Statement needs to have all of the variables
that you are interested in using and that are represented in your
RQs.
If we list the variables represented in your RQs we see that they
are not part of your Problem Statement:

1. transformational management
2. employee motivation
3. job performance
4. rewards
5. punishments
6. delegation
7. visionary management
I should add that there are too many variables being noted in the
RQs.
There is a literature gap to address management traits and
their impacts on performance, motivation, and job satisfaction.
Most scholarly work provides comprehensive information on
management styles and their effects on various organizational
aspects (Fiaz et al., 2017). However, few” of the reviewed
academic works discuss the concept of management traits. The
gap prompts the need for new research that the study will
address. The other problem is that while most evidence shows
that some management styles negatively affect employees, there
is no solution from the literature. Some management styles only
suit the organizational culture or goals and not the employees
(Choi et al., 2017). Likewise, some management tactics may fit
employees and not the organization's long-term goals.
Consequently, there is a problem to address these challenges.
Assessing the management traits and their impacts may lead to a
viable solution on balancing organizational culture and
employees’ needs within the management framework.
Comment by Bob Widner: Consider citing a few studies
that you used to determine this "gap" in the literature.
Comment by Bob Widner: Is there anything more recent
that you can cite? Comment by Bob Widner: Few" suggests
that there are some. Please cite those studies here.
Comment by Bob Widner: I may have missed it but I did
not see any discussion or inclusion of this in the Introduction.
Comment by Bob Widner: Didn't see reference to this in

your Purpose Statement.
Theoretical Framework
The research will apply the situational management
theoretical framework. According to situational management
theories, management style should change based on the
prevailing circumstances (Thompson & Glasø, 2018).
Consequently, the model assumes that there is no one suitable
management style that applies to all situations. Moreover, the
model recognizes the importance of management having the
ability to deal with diverse circumstances. In the research study,
the researcher will use the theoretical framework to solve the
puzzle of establishing fixed management styles within
organizations (Thompson & Glasø, 2018). In the research paper,
the researcher will use the theoretical framework to solve the
puzzle of establishing fixed management styles within
organizations (Thompson & Glasø, 2018). Also, the research
study will utilize the theoretical framework to show why
management styles are needed in most organizations to meet the
need of employees and the goals of organizations. The advanced
management style is possible by combining various management
traits. Hence, the study will focus on management traits and
their impacts on performance, motivation, and job satisfaction.
Comment by Bob Widner: Citation? Comment by Bob
Widner: Is there a theory that can be used for "management
traits"?
DefinitionsT Comment by Bob Widner: Please alphabetize.
Comment by Bob Widner: Begin by first informing your
reader why you are presenting a list of terms and definitions.
Comment by Bob Widner: The majority of terms in this
section do not tie to your literature. I would expect to see some
operationally defined terms such as "performance",
"motivation", "job satisfaction", "management traits"…..
Management: Perspectives from the Front Line has addressed

management as a critical organizational capability and
intervention in what was clearly an ambitious endeavor: a bold
attempt to tackle management from a Strategic management
Value Perspective in as comprehensive a way as possible
(Veldsman, 2016).
Comment by Bob Widner: Please provide at least one
citation for each term.
Quantitativeresearch: is expressed in numbers and graphs. It
is used to test or confirm theories and assumptions. This type of
research can be used to establish generalizable facts about a
topic.
Qualitative research: is presented in words. It is used to
understand concepts, thoughts or experiences. This type of
research enables you to assemble in-depth insights on topics
that are not well understood.
Mixed Method: combines elements of
quantitative research and
qualitative research in order to answer your
research question (George, 2022).
Research Questions and Hypotheses Comment by Bob
Widner: The research questions need to be re-worked so that
they reflect the correlational relationship as suggested by the
correlation design.
Research Question 1:
·
What is the impact of transformational management on
employee motivation and job performance? Comment by Bob
Widner: The research question is not worded in an appropriate
manner. Here is an example of a RQ for a correlational
predictive design where we have multiple predictors and one
criterion.
RQ1: To what extent do satisfaction with pay, satisfaction

with promotion, and satisfaction with supervision, predict
overall job satisfaction of U.S. Army RNs when controlling for
employment status, active duty versus civilian?
H01: Satisfaction with pay, satisfaction with promotion, and
satisfaction with supervision do not significantly predict overall
job satisfaction of U.S. Army RNs when controlling for
employment status, active duty versus civilian.
H1a: Satisfaction with pay, satisfaction with promotion,
satisfaction with supervision significantly predict overall job
satisfaction of U.S. Army RNs when controlling for employment
status, active duty versus civilian.
Comment by Bob Widner: These are two separate
constructs and should be examined separately (i.e., separate
RQs).
The question is essential in determining the specific attributes
of transformational management that encourage employees and
prompt better performance. Transformational management led
their teams towards a common goal through inspiration and
encouragement (Lan et al., 2019). Management focus on
improving the entire group for organizational success. Each
employee participates in the decision-making process at the
company. Also, transformational management train their
followers for higher responsibilities at the organization and use
them as partners to achieve organizational objectives (Lan et
al., 2019). The research question will help the researcher to
narrow down to management -specific attributes and evaluate
how they influence employees’ wellness that in turn affects
motivation and performance. The study's purpose is to
determine how management attributes affect motivation,
employee satisfaction, and performance. Therefore, the answer
to the question will help to respond to the question.
Hypothesis 1 Null: There are no impacts of transformational

management on employee motivation.
Hypothesis 1 Alternate: There are impacts of transformational
management on employee motivation.
Hypothesis 1 Null: There are no impacts of transformational
management on employee job performance.
Hypothesis 1 Alternate: There are impacts of transformational
management on employee job performance.
·
Do rewards and punishments affect employee’s
motivation, performance, and job satisfaction? Comment by
Bob Widner: Again, these are three different constructs and
should not be included within the same RQ. They should be
separated out.
· Some management styles incorporate punishments (right ups,
such as no bonuses, granted overtime, and granted incentives,
etc.), rewards (such as a raise, extra overtime, promotions, etc.)
to control employees. Most literature in organizational behavior
focuses much on management styles and fails to narrow down to
the specific management traits. Reward and punishment are
practiced by transactional management. Top performers such as
the ones that efficiently gets the job done, get to work on time,
take directions well, and keeping the work flow are rewarded
while poor performers are punished. Punishments include
receiving lower salaries based on their performances (not
making production, or meet their quotas), job dismissal, or
receiving inferior positions (such as a supervisor, or manager’s
position) with lower pay. Transactional management tend to
focus much on individuals rather than a group (Wahyuni et al.,
2019; Pishgooie et al., 2018). They are more concerned with the
planning and execution processes, and often, rely on the

established structures to exert influence on their followers. The
research question will help me to delve deeper into management
attributes that affect overall employee motivation, performance,
and job satisfaction. The response to the question is pivotal in
answering the overall research question on the impacts of
management attributes on employee performance, motivation,
and job satisfaction.
Hypothesis 2 Null: Rewards and punishment do not affect
employees' performance, and motivation.
Hypothesis 2 Alternate: Rewards and punishment affect
employees' performance, and motivation.
Hypothesis 2 Null: Rewards and punishment do not affect
employees' performance, and job satisfaction.
Hypothesis 2 Alternate: Rewards and punishment affect
employees' performance, and job satisfaction.
·
Does delegation affect employee motivation, job
satisfaction, and performance? Comment by Bob Widner: Same
issue that I noted earlier.
Some management styles embrace role delegation while
others do not. Delegation is assigning roles to other team
members for various reasons. The question aims to create an
understanding of how the attribute of rile delegation affect
motivation, satisfaction, and performance (Pishgooie et al.,
2018). Employees may feel valued when they receive more roles
at their workplace in some instances while others may feel
demotivated due to increased roles. Either way, delegation will
affect motivation, performance, and job satisfaction. Some
management styles that embrace delegation are transformational

and charismatic. The findings on the question will help to
determine how management traits affect employees' wellness.
These findings will align study purpose that aims at finding the
relationship between management traits and motivation,
performance, and job satisfaction.
Hypothesis 3 Null: Delegation does not motivate employees and
leads to job satisfaction and better performance.
Hypothesis 3 Alternate: Delegation does motivate employees
and leads to job satisfaction and better performance.
·
What are the impacts of a visionary management on
motivation, employee performance, and job satisfaction?
Comment by Bob Widner: Same issue that I previously
noted.
Visionary management is one with a clear picture of how the
future should look. Visionary managers are strategic and
influence their followers to undertake bold steps for a better
future. The visionary trait is associated with charismatic and
transformational management styles (Lan et al., 2019). The
question is essential for the study, because it will help in
examining how various management traits affect employee
performance, motivation, and job satisfaction.
Hypothesis 4 Null: There are no positive impacts of visionary
leaders on motivation, and employee performance.
Hypothesis 4 Alternate: There are positive impacts of visionary
leaders on motivation, and employee performance.
Hypothesis 4 Null: There are no positive impacts of visionary
leaders on employee performance, and job satisfaction.

Hypothesis 4 Alternate: There are positive impacts of visionary
leaders on employee performance, and job satisfaction.
Scope of the Study
Delimitations: Comment by Bob Widner: Begin with a
definition and citation.
The study will focus on the relationship between various
management traits and their impacts on motivation, job
satisfaction, and employee performance. The research study will
consider the strengths and weaknesses of key management traits
such as reward and punishment and how they affect employees
and overall performance. Further, the research will examine
how management and organizations can reduce the risks
associated with management traits by combining strategic
management characteristics from various management styles.
The study focuses on management traits because scholars have
written extensively on management styles.
Limitations: Comment by Bob Widner: Begin with a
definition and citation. Comment by Bob Widner: Be familiar
with the strengths and weaknesses of correlational research.
Include some of this in this section.
https://www.researchgate.net/publication/275154431_Strengths_
and_Limitations_of_Correlational_Design
https://www.researchgate.net/publication/309308406_Re-
examination_of_the_limitations_associated_with_correlational_
research
https://akomm.ekut.kit.edu/downloads/GuW8_Correlation_red.p
df Comment by Bob Widner: One limitation includes the lack
of statistical analysis because it does not allow for a direct
cause and effect relationship, nor does it provide a conclusive

reason for a correlation (Queirós et al., 2017).
Other potential limitations to consider:
Response bias. Potential bias may exist related to participants'
responses because researchers have no control of how
participants respond or the honesty of their self-reporting
survey (Yannakakis & Hallam, 2011). Koronios, 2018).
Although self-reporting surveys have multiple limitations, such
as being subjective and intrusive (Yannakakis & Hallam, 2011),
individuals may be more comfortable responding honestly to the
surveys since answers will be anonymous (Ripper et al., 2017).
The correlational design does not necessarily determine the
causation of one variable causing another variable (Cohen et al.,
2002).
Generalizability. There is a limitation to the generalizability of
findings to other populations
Convenience sampling. There are several criticisms of using the
convenience sampling approach:
Limitations include sampling bias, as studies using
convenience samples cannot guarantee that the findings are
generalizable (Setia, 2016). Sampling bias, more precisely, is a
systematic bias that refers to a persistent disparity between the
sample results and the theoretical population outcomes. It is
relatively uncommon for the results of a study conducted with a
convenience sample to deviate significantly from those of the
entire population (Setia, 2016). Because the sample is not
typical of the population, the findings of this study cannot be
generalized to the total population, which means that a different
sample could have different results (Meyers et al., 2013). As a
result, the study's external validity could be low, and another
consequence of systematic bias is skewed results.
Despite its poor generalizability, convenience sampling

allows prospective participants to self-select, which is a
restriction due to outliers and generates a sensitivity to bias
(Etikan et al., 2016).
In social science research, convenience sampling using
social media has become standard (Roberts, 2014). Convenience
sampling enables potential participants to self-select, which is a
constraint owing to outliers and causes bias susceptibility
(Etikan et al., 2016). Specifically, participants may have strong
opinions about the subject being examined, be excessively
helpful, or be easily swayed, skewing the results (Cheung et al.,
2017; Murairwa, 2015).
One of the limitations in conducting the study is resources
and time. Comprehensive research will require enough time and
money to actualize and, that is not possible for this research
study. The researcher’s plan to overcome these limitations is to
manage my time, and recourses to where the researcher would
make sure that he/she will have the proper recourses to
complete my research in a timely manner. The researcher will
overcome the challenge of time and resources by properly
planning for the available time and resources prior conducting
the study. The researcher will solve the issue of credibility by
collecting data first hand through interviews and questionnaires
and observing as the respondents provide
information.Assumptions, Risks and Biases Comment by Bob
Widner: Please provide a definition (with citation) for each of
these.
Assumption refers to conditions under which the statistical
techniques utilized will lead to valid results. In this context, the
researcher assumed that the employees involved in the study
would cooperate by providing honest and complete answers
during interview sessions and when responding to
questionnaires. Additionally, the sample was assumed to be true
representation of study population as they had similar
characteristics. Comment by Bob Widner: Here the term

"assumptions" does not refer to the statistical assumptions
which should be outlined in the Data Analyses section.
Biases occur when the entire research process is skewed to
achieve a specific outcome. One of the biases that can occur in
research is design biases which relates to the structure and
method of the research. Design bias is contributed by the
preferences of the researcher instead of selecting research
design that work effectively for a certain context. In our
context, it is worth noting that there is risk of biases from the
interviewer as he can introduce his disposition or relation with
the participants. There is also a risk of biased questions in terms
of negative questions or leading questions during the interview
and in the questionnaires (such as rather the participants are
male or female, black or white, religious or none)
Predetermined questions will be used for the structured
interview. This will ensure consistency among employees and
managers drawn from different organizations (Formplus, 2020).
The uniformity of questions will prevent biases during the
research process. Significance of the Study Comment by Bob
Widner: Make mention of how your study results will tie back
to your theoretical foundation.
Managers of different companies will benefit from the
finding of this study because in a globalized world, the strategic
management influence the state of performance appraisal
system. They will understand how the performance appraisal
system can benefit from the use of strategic management
practices. Management will get better understanding of the
relationship between strategic management in organizations and
the performance appraisal system. This will help them to obtain
more information on how to establish strategic management
practices that will improve performance appraisal system in
their organizations.
The findings of this study will also be beneficial to
academicians and scholars as it will provide them with relevant
literature on strategic management and performance appraisal.

It will highlight the relationship between strategic management
in organizations and the performance appraisal
system. Summary
Summarily, the study will focus on the impacts of
management traits on performance, employee motivation, and
job satisfaction. A situational theoretical framework will be
applied in the study. The purpose of the research study is to
help management, and organizations to adopt hybrid
management styles rather than depending on the existing
techniques which may not suit the changing workforce and
business environment. The limitations in the study include
inadequate time and resources. When conducting the study, the
assumption is that management traits have similar impacts on
all employees and that organizations will embrace the study's
findings. In this study, I am using management, as well as
management in other areas.T Comment by Bob Widner:
Specify the traits you looked at in your study. Comment by Bob
Widner: These are not really limitations. These are issues
applicable to most researchers. Comment by Bob Widner: If
we accept this assumption then why do your study? Are you not
assuming that there will be some differential impacts on the
variables that you are measuring? Comment by Bob Widner:
This sentence may not make much sense to your readers.
Comment by Bob Widner: APA issue; don't use first
person.

Chapter 2 - Literature Review
Strategic management entails finding and describing the
methods that managers might employ to boost their company's
performance and acquire a competitive advantage. A
competitive advantage is defined as an organization's
profitability exceeding that of all other firms in its industry
(Schmuck, 2020). Preparing for both anticipated and
unforeseeable occurrences is the essence of strategic
management. It is relevant to both small and large businesses as
even the smallest businesses face competition and can gain a
competitive edge over time by developing and implementing
effective strategies. Employees benefit from strategic
management because it gives them a broader perspective on how
their job fits into the organization's overall plan and how it
relates to other members of the business team. It is the capacity
to manage people in a way that maximizes their potential to
fulfill business goals (Kombate et al., 2021). Therefore, the
main objective of this work is to review the literature on the
main concepts of strategic management in an organization. The
review of literature is divided into the following parts; (1) the
definition of strategic management, (2) the process of strategic
management, (3) the components of strategic management,
(4)strategy statements, (5) importance of vision and mission
statements, (6) Conceptual framework (8) summary
Comment by Bob Widner: What happened to point 7?
According to a study conducted by Annah Mumbua (2019),
strategic management plays a great role in the performance of
employees. Strategic management allows organizations to
undertake performance appraisals to identify employees’
strengths and weaknesses and provide room for appropriate
adjustments. A study conducted by Stacey Mumbua (2014),
showed that training and development, recognition and reward,
a conducive working environment and leadership influence

employees’ personal development, creativity, and
innovativeness. Reward and recognition acts as a strategic
motivational strategy which is commonly applied by South
Eastern Kenya Regional Universities to enhance employee job
satisfaction, improve their productivity and enhance employee
retention. Good working conditions and leadership strategies
improves on communication and reduces employees’ conflicts.
Comment by Bob Widner: Please check the APA manual
for citation structure. Comment by Bob Widner: See
previous comment. Check throughout your document for such
occurrences. Comment by Bob Widner: Citation? Definition
of Strategic Management
Managers employ strategy to accomplish one or more of the
organization's goals. According to another definition, "a general
direction defined for the company and its numerous components
toward obtaining a desired state in the future." "Strategy is the
result of a comprehensive strategic planning process." In order
to attain present goals, a strategy requires merging
organizational operations as well as utilizing and allocating
finite resources within the organizational environment.
Remember that initiatives are not made in a vacuum and that
any action taken by a firm is likely to generate a reaction from
those that are affected, such as opponents, customers,
employees, or suppliers, while formulating a strategy.
Widner: Citation? Comment by Bob Widner: Citation?
Comment by Bob Widner: Citation?
Strategy is critical now that it is hard to anticipate the future.
Even if they lack perfect foresight, businesses must be prepared
to put up with the unpredictable occurrences that make up a
business environment (MSG, 2021). It also considers long-term
trends rather than daily operations, such as the likelihood of
future breakthroughs, new products, new production methods, or
new markets. Finally, when establishing a strategy, the expected
behavior of customers and competitors is considered. Employee

behavior is predicted by employee management practices. As a
result, a company's strategy is a very well road plan. It
establishes the general mission, vision, and strategy of an
organization (Kombate et al., 2021). A strategy's purpose is to
maximize an organization's strengths while minimizing the
strengths of competitors. Comment by Bob Widner: Reader may
be confused by this sentence. The strategy statements
The strategy statement sets the long-term strategic direction
and broad policy directions of an organization. It includes:
Comment by Bob Widner: What is the source of these
strategy statements?
1.
Strategic intent: it is the purpose and the reason why
there is a strategy statement, and it continues to exist to
maintain a competitive advantage. It helps the management of
focus on the priorities of an organization; hence it influences
the resource potential of an organization and core competencies
to be achieved. Comment by Bob Widner: Avoid use of bullet
format; use narrative approach.
2.
Mission Statement: it is the statement of the role by
which an organization intends to serve its stakeholders.
Provides a framework within which strategies are formulated as
it describes reasons why an organization is operating,
3.
Vision: it identifies where the organization intends or
wants to be in the future and where it should be when it meets
all the needs of the stakeholders.
4.
Goals and objectives: a goal is desired future state that
an organization tries to achieve or a period. What must be done
by an organization is specified by goals making mission and

vision more prominent and concrete. On the other end,
objectives are defined as goals to be achieved by an
organization.
Importance of vision and mission statements
The organization must have a lucid, coherent, and
meaningful vision and mission statements to return more than
double the numbers for the benefit of shareholders. Mission and
vision are very beneficial to an organization in many ways, and
they include:
• They provide unanimity of purpose to organizations and make
the staff feel a sense of belonging and identity. Comment by
Bob Widner: Avoid use of bullet format; use narrative approach.
• They spell out the context in which an organization operates
by providing workers with a tone to be followed in the
workplace.
• They serve as focal points for employees to identify
themselves with an organization's activity. It also gives every
individual in an organization a sense of direction as well
deterring those who do not wish to follow them from taking part
in the activities of an organization.
• Help in translating the objectives of an organization into work
structures and assign tasks to organization elements.
• Specify the main structure utilized by an organization when
translating objectives into actionable cost, performance, and
time-related measures.
• Provide a philosophy of existence to employees as well as
provide the necessary meaning for work in an
organization.Conceptual Framework
Strategies management requires an organization to set
objectives, analyze the actions of competitors, evaluate its
current strategies and confirm them, review internal structure
and implement the approved strategies (Pavlák & Písař, 2020).
Strategic management can be either be prescriptive or
descriptive. Prescriptive strategic management is when an

organization develops strategies in advance (Fuertes et al.,
2020). Descriptive strategic management is when an
organization puts strategies into practice only when needed
(Fuertes et al., 2020). However, both descriptive and
prescriptive management use management theory and practices.
Comment by Bob Widner: Grammar.
Therefore, in this study, prescriptive strategic management will
be used as a strategic management approach. The objectives of
organizations will have to be defined in advance, and the main
elements developed before the strategy begins. An organization
has to intentionally plan and formulate a deliberate, rational
strategy according to its intentions. The approach follows an
authoritative management style as well as a top-down
hierarchical structure. The process in this approach is linear,
i.e., from strategic analysis to development and then to
implementation (Fuertes et al., 2020). The approach is an
orderly, deterministic, rational, and systematic process.
Besides, the prescriptive approach is being used together with a
systematic review of the literature. The systematic review of
literature is carried out as an appropriate methodology to
produce a reliable knowledge inventory. The searching process
is limited to published literature, including books, journals, and
conference proceedings. Comment by Bob Widner: Explain to
your reader why you opted to focus on this rather than the
"descriptive" approach. Comment by Bob Widner: Need some
citations here. Comment by Bob Widner: Citation?
Strategic Management
Strategic management is a common factor in all
competitive organizations. It refers to setting goals, procedures,
and objectives to make an organization more competitive.
(Bryson & George, 2020) defines strategic management as an
approach to strategizing by public organizations or other
entities that integrates strategy formulation and implementation,
and typically includes strategic planning to formulate strategies,
ways of implementing strategies, and continuous strategic
learning. The authors assert that strategic management is a tool

used by organizations to have a competitive advantage, achieve
their goals or add value to their products. Strategies can also
reduce operational costs in organizations. Strategic management
is pivotal to organizations that link aspirations and capabilities.
Therefore, strategic management applies only to organizations
that plan to achieve certain goals in the long term which forces
them to streamline their goals through strategy. Comment by
Bob Widner: Citation? Comment by Bob Widner: APA format
Strategic management is affected by various organizational
factors such as knowledge management, technology, and
leadership. Organizational leaders must be able to set goals and
lead their employees towards achieving the set goals. (Morton
et al., 2018) researched on building and maintaining strategic
agility as part of the agenda for IT executive leaders. According
to the authors, organizations are advised to generate three high-
level capabilities to achieve strategic agility: strategic
sensitivity, resource fluidity, and leadership unity (Morton et
al., 2018). Leadership unity is one of the fundamentals in IT
organizations as determines whether organizations’ strategies
succeed or not. The study found that IT executives must
communicate and elaborate on their strategies with employees.
In strategic management, the leadership communicates the goal
and strategies to the followers to create awareness about the
organization's future focus (Morton et al., 2018). Moreover,
they ensure that employee activities are aligned to
organizations' needs. Regular and effective communication from
the leadership ensures exchanges of viewpoints as well as
transparent and mutual exchanges of ideas that break up
structures that hinder effective strategy implementation.
Organizational leaders also manage worries that may occur
within the organizations during strategic management (Morton
et al., 2018). Leaders who fail to properly manage conflicting
issues during strategy implementation cause the failure of
strategies.Comment by Bob Widner: Citation? Comment by
Bob Widner: APA format; please fix such occurrences
throughout your document. Comment by Bob Widner: First

time you use please spell out. Comment by Bob Widner:
Citation?
Performance Appraisal System
A performance appraisal system denotes the process of
identifying, evaluating, and developing the work performance of
employees to help in the attainment of organizations’ goals and
objectives. Scholars have published many articles on appraisal
systems, the role of HR in developing an appraisal system, the
use of data analytics in HR, and how employee assessment
contributes to job satisfaction, improved performance, and job
satisfaction. (Sharma & Sharma, 2017) researched on HR
analytics and performance appraisal system using a conceptual
framework for employee improve performance. Their study
aimed to identify the role of human resource (HR) analytics on
employees’ willingness to improve performance (Sharma &
Sharma, 2017). They explored the factors that exist within HR
which affect employees’ willingness to improve performance.
The scholars developed a conceptual framework along with
propositions by integrating both academic and practitioner
literature in HR analytic and management improvement (Sharma
& Sharma, 2017). The findings showed that HRB analytics
positively affected employees’ perceived accuracy and fairness.
The increase in perceived accuracy and fairness, in turn,
resulted in job satisfaction, job motivation, and improved
performance (Sharma & Sharma, 2017). Thus, organizations
should adopt data analytics to better understand employees’
perceptions of the evaluation system. Comment by Bob
Widner: Citation?
(Sepahvand et al., 2020) researched on how to improve nurses’
organizational commitment by participating in their
performance appraisal process. The study aimed to promote the
nurses' commitment by engaging them in the improvement of
the performance appraisal system. They conducted the study
using a participatory action research design from arch 2015 to
February 2018 with 39 participants comprising of critical care
nurses and care managers in Social Security. The study’s setting

was in Iran and the data was collected using organizational
commitment and job satisfaction questionnaires, focus groups,
semi-structured interviews, and the Delphi technique (Sharma &
Sharma, 2017). The researchers found three dominant themes;
inappropriate performance appraisal systems, inefficient
instruments, and unskilled evaluators. Also, they discovered
significant differences between organizational commitment and
job satisfaction with the performance appraisal process before
and after the change in the appraisal process (Sharma &
Sharma, 2017). The findings highlight those employees'
involvement in revising and improving the process of their
performance appraisal leads to higher commitment. Thus,
(Sepahvand et al., 2020) and (Sharma & Sharma, 2017) conquer
that appraisal system and how they selected and improved affect
employee performance, motivation, and job satisfaction which
in turn affects commitment. The two studies are crucial in
understanding the role of strategic management in performance
appraisal systems because strategies are all about performance
and employee wellness. Comment by Bob Widner: Please note
that "data" is the plural form and so verbs should match.
"Datum" is the singular form. Comment by Bob Widner: APA
format issue. Comment by Bob Widner: This is a strong and
subjective assessment. As researchers we should refrain from
the use of such strong assertions.
The Process of Strategic Management
A business must follow a set of practices for strategic planning
to be effective and fruitful. The steps in the strategic
management process are as follows: Comment by Bob Widner:
Citation?
· Choosing a Course of Action: The very first phase requires the
organization to have a clear vision and direction. Before
creating strategies, a business should determine its short- and
long-term objectives. There will be no clarity on systems and
processes unless the organization outlines its objectives ahead
of time. Comment by Bob Widner: Avoid use of bullet
formating.

· Resource Evaluation: In order to reap strategic management
benefits, a company must first organize its resources to carry
out specific tasks. For example, someone who excels at
marketing may struggle to manage the company's primary
relations. As a result, management must assess its resources and
select the most appropriate one for each process.
· Framing Strategies: After deciding the proper resource for
each step, the organization has developed an action plan for
accomplishing the goal. The elements required to effectively
achieve the set objectives are included in this strategic
planning. At every level of the process, analysis, assessment,
and supervision aid the business in resolving difficulties,
whether internally or externally. Putting Plans into Action:
Following the establishment of a strategy based on the
organization's goals, the next step is to put it into action. Every
company's human resources, from entry-level staff to
supervisors, must be trained to ensure that everyone understands
the procedure. It will put core competencies to work within the
organization to provide the greatest results possible
· Evaluating Efficiency: The process concludes with a review of
the techniques. Management can recognize each individual's
efforts during the strategy design and implementation phase by
looking into each aspect of the business (Rosic, 2014).
Performance appraisal methodologies, which are critical
business components, can assist the organization in recognizing
these efforts. The preceding procedure can be divided into four
primary steps, which are as follows:
1. Environmental Scanning
It is the possession and utilization of information about
occasions, patterns, and trends, relationships within an
organization's internal and external environments. This scanning
entails looking in between the forces of the internal and
external environment that works around an organization. It,
therefore, examines the threats and opportunities available that
can have an impact on the organization. The organization must
be in a position to identify the opportunities and utilize them at

the same time minimizing the threats around the organization so
that it may not be an advantage to other surrounding
organizations. Environmental scanning entails two types:
Comment by Bob Widner: Not a complete sentence.
Comment by Bob Widner: Inform your reader what you
mean by these two terms. Comment by Bob Widner:
Threats to what? Ppportunities for what?
Internal analysis environmental scanning entails the
scanning of the environment within an organization. It is
important because it enables the organization to assess the
relationships between the employees amongst themselves,
employees and the managers, and also the relationship among
shareholders in a given organization. This will help to identify
strengths within an organization and weaknesses so that proper
measures are taken to strengthen where there are weaknesses.
External analysis environmental scanning entails the
scanning of the outside environment and factors that may
influence the growth of an organization. It looks at the
intermediate environment, which consists of its competitors,
and looks at the ways to enable them to be ahead of their
competitors. The national environment consists of the national
framework that may influence the advantage of an organization,
and that will help it stabilize its growth. The macro-
environment is the global environment that can influence the
growth of an organization in terms of ideas, technology,
markets, and external forces from the world. Comment by Bob
Widner: Citation? Comment by Bob Widner: Citation?
2. Strategy Formulation
It is a process in strategic management that involves
choosing the most appropriate course of action for the
realization and organizational goals and objectives in achieving
the organizational vision. The setting of organizational
objectives is the first step in strategy formulation. This entails
setting the general goals and aims of the organization that is set

to be achieved by the end of a given period of a certain
operation. Setting objectives enables the organization to know
where they are and where they are heading to. Setting objectives
is done after the resources and all materials that will be used to
achieve the goal of the organization have been assessed because
they will influence the decisions. The next step is evaluating the
organizational environment where the organization is set to
check out the factors that influence their growth as well as that
of their competitors. It, therefore, analyze the threats and
opportunities that will enable them to keep their competitors on
the track. Comment by Bob Widner: Provide a citation for the
steps that follow. Comment by Bob Widner: Check spacing
between lines.
Setting a quantitative target is the third step where an
organization sets a target about the general objectives of the
organization. After setting quantitative targets, the organization
aims in context with divisional plans, which evaluate the
contribution of each subdivision in an organization to achieving
the set objectives. The fifth step is the performance analysis
anywhere which analyses the progress of each department to
present and future expectations of the organization. Then
regions are made concerning the progress. The ultimate step of
strategy formulation is the choice of strategy where the best
choice is chosen regarding the organization's achievements,
limitations, potential, and internal opportunities.
3. Strategy implementation
It is the translation of chosen strategy into organizational
actions to achieve the goals and objectives of an organization.
Organizational structure allocates special value when coming up
with tasks and roles for the workers (MSG, 2021). The
organization then states how the task and roles can be correlated
so as to maximize quality, efficiency, and customer satisfaction
which are the pillars of competitive advantage. However, when
it comes to motivating employees, the organizational structure
is not sufficient; hence organizational control system should be
included. The organization control system equips managers with

motivational incentives for staff members and feedback on staff
and organizational performance. Strategies that are excellently
formulated will fail if the process of implementation is not
followed correctly. Lastly, strategy implementation poses a
threat to individuals in the workplace, especially with the
change in power and status roles in the organization.
Widner: Citation?
4. Strategy evaluation
Evaluation of strategy is very important, just like the strategy
formulation, because it focuses on the effectiveness of the
primary plans in attaining organizational goals. Strategic
evaluation is the final phase of strategic management, and it is
in this phase that managers assess the appropriateness of their
current strategy. Strategy evaluation is very crucial, and its
significance lies in its capacity to coordinate the tasks
performed by departments, managers, and groups of employees
through control performance. Besides, evaluation is important
because it is used in developing inputs for new strategic
planning, appraisal, and reward, feedback urge, strategic
validity, and development of strategic management process.
Therefore strategic evaluation can be done by fixing a
benchmark of performance, measurement of performance,
analyzing variance, and taking corrective action. Comment by
Bob Widner: Citation? Comment by Bob Widner: See my
previous comment about this.
Components of Strategic ManagementStrategic Decisions in
In strategic management, strategic decisions are typically the
decisions concerned with the whole environment in which the
organization/firm operates, the entire resources and all the
individuals who make up the organization, and the interface that
connects the two entities (Helfat, 2021). A strategic decision is
mostly about selecting the most promising path to success for
the organization. An example is that when you are starting a

new company/ business, you will need to consider factors such
as the target market, time, resources, capital, and location. Most
part of the strategic management process is accomplished
through thorough strategic decision-making. Apart from
strategic decision-making being very crucial and vital for an
organization; it is also very critical and complex.
Strategic decisions are made by the organization's strategists
and the highest-level management in the company. While
strategic decisions are accomplished by the top-level
management, the operational decisions within the company are
made and executed by the low-level managers. These strategic
decisions are directly related to the overall contribution of the
company's general objectives and goals. Strategic decisions
determine the direction, the state, and the direction of the
organization (Madsen, 2018). By putting clear, the company's
main objectives and goals, the company will be able to align the
shorter-term plans with the deeper, much more important goals.
Strategic decisions, therefore, have an intention of providing a
very reasonable and highly competitive advantage over other
companies and trying to make changes to the general scope and
the direction of the company. These decisions are very
significant for the survival of a company. Making strategic
decisions for strategic problems will significantly influence
both internal and external environmental factors affecting the
company.Characteristics and Features of Strategic Decisions in
1. Concerned with Scope of an Organization's Activity
Strategic decisions are directly concerned with the scope of a
specific organization/company's day-to-day activities. The
activities are specific to an organization in that they vary from
organization to organization. A particular company may have its
daily activities focused and limited to one product. In contrast,
other companies may focus on more than one activity/ product
(a wide range of products and services). The scope of an
organization's general activities is essential to the company's

strategic decisions. Comment by Bob Widner: Citation?
2. Measure up the Activities of the Company with the External
and Internal environment
Strategic decisions involve the matching of the company's
organization to both the internal and external environment
where it is located. Therefore, before a strategic decision is
implemented, all the alternative strategies are formulated,
evaluated, and analyzed regarding the environment. The best
strategy is then executed by the company's management.
3. Measuring up the Activities with the Resource Capability
Strategic decisions are also involved in matching a company's
general activities to its resource capability. The vital decisions
made by the company are not only based on the threats/
challenges and opportunities of the environment but also on the
resource capability of the company. Various resources such as
financial resources, human resources, raw materials, and
informational resources are considered the organization's
resource base. In strategic decision-making, the resource base
of the company should match the activities and operations of
the company. Comment by Bob Widner: Citation?
4. Strategic Decisions Affect Operational Decisions
It is very obvious that strategic decisions directly affect and
influence the operational decisions of a company. As strategic
decisions are made by the top-level management in a company,
they are the basis for coming up and formulating new
operational decisions. Any change or alteration in the strategic
decisions will directly affect the operational decisions, which
will correspondingly change. Comment by Bob Widner: Is it
obvious?
5. Strategic Decisions will affect the Overall Nature and
Magnitude of Strategies.
The overall strategies will be greatly influenced by the
expectations put up by the strategic decision-makers in the
company. The values and expectations stated by the leading
strategists and the general managers have a great influence on

the nature and magnitude of the strategies (Steiss, 2003).
Therefore, the managing director, general managers, and the
main decision strategists have a direct impact on the nature and
extent of strategies.
6. Influences and Affects the Long-Term Direction of the
Organization
Since strategic decisions are very vital for a company, the
possibility of the decisions affecting the long-term direction of
the company is very high. As the strategic decisions are made
and formulated to help the company achieve its short and long-
term objectives, they determine the future and long-term
direction of the company (Steiss, 2003). Business Policy
Every single business around the world has a specific method of
operation. Written business policies assist any organization in
maintaining consistency and quality in its operations and ensure
proper management of the company. When put into use, a
business policy will set up a standard way of how the company
delivers products or services to the market. Comment by Bob
Widner: Citation?
Therefore, business policies are defined as the guidelines that
are developed by a specific company to control and govern its
actions and tasks. These policies clearly explain the limits
where the decisions made must be under/within. It allows the
low-level management to deal with and make decisions on
issues without necessarily involving or consulting the high-level
management whatsoever. Features of a Good Business Policy
Comment by Bob Widner: Citation from which you
obtained these features.
· Specific: a business policy should be clear to ensure that the
implementation is consistent and reliable to the company. An
example of a specific feature is, "Employees should not eat in
the office during work hours." Comment by Bob Widner: Avoid
using bullet format.
· Clear: A business policy should not be ambiguous. It should

be written clearly and in an easily understood language for
every individual in the business space to understand.
· Uniform: The policy should not be biased. It should be
standardized for every individual in the company, from the
general manager to the cleaners and plant employees. A good
example is, "Anyone entering the chemical laboratory must
wear a gas mask."
· Appropriate: A business policy should consider the important
goals and objectives of the company. It should be relevant and
criticize anything that is not in terms of the company's goals
and needs.
· Simple: the business policy should be detailed yet simple.
Everyone within the organization should be able to comprehend
and understand the business policy. The use of simple grammar
is recommended to be simple and straightforward,
· Stable: When it comes to decision implementation, the
business policy should be very stable and provide a basis for
decision making. There should be no indecisiveness about
following the business policy when making major decisions.
Importance of Business Policies
Business policies influence various factors such as legal issues,
employee satisfaction, and a great public image. When it comes
to great expectations in a business, such as decision making,
business policies play a key role in ensuring everyone in the
organization, from the general manager to the plant workers, are
on the same page. These policies may include safety policies,
hiring policies, and anti-discrimination policies. All these
policies play a vital role in creating a positive work
environment. Some of the most significant benefits of business
policies include: Comment by Bob Widner: Please provide
citation from which you drew these benefits.
1. Establishing a Corporate Culture
Expectations are immediately set when business policies are
clearly written down as a definite plan. Since a clear business
policy is stated and set up, corporate culture will be established

within the organization. Every individual within the
organization will operate on the basis of what to do, what not to
do, and how to act. Employees given a clear business policy
tend to perform much better and are more effective than the
employees not given the business policy.
2. Employee Training
Employers should hold regular and frequent training sessions to
review the company's policies. This would put all the employees
on their toes and updated, making them more effective.
Moreover, regular employee training would not only help the
business from being out of legal trouble but the employee as
well. SWOT Analysis Comment by Bob Widner: First time
you use this spell out.
SWOT is typically an acronym that is used in place for
Strengths, Weaknesses, Opportunities, and Threats. SWOT
analysis is a framework that is used to evaluate an
organization's competitive position and help them in developing
strategic planning (Benzaghta et al., 2021). SWOT analysis
assesses internal factors (strengths and weaknesses) and
external factors (opportunities and threats), as well as the
current, emerging, and future issues and potentials. SWOT
analysis is one of the most renowned tools for audit and
analysis of the overall strategic position of a company; it is
designed to come up with a realistic and factual view of the
strengths and weaknesses of a specific company. It aims at
identifying the strategies that will build a clear business model
that will be in line with the company's capabilities. Comment by
Bob Widner: Citation?
In simpler words, SWOT analysis is the base for measuring and
evaluating the internal potential and challenges/limitations and
the probability of opportunities and threats outside the
company. This analysis covers both the negative and positive
factors in the internal and external business environment. A
properly and consistently done research on the company's
environment assists greatly in giving definite forecasting and

predictions on the changing trends in the market.Factors of the
SWOT Analysis (Strengths, Weaknesses, Opportunities, and
Threats)
1.
Strengths: strengths are the traits/ factors that help all
individuals in an organization to achieve the organizational
objectives and goals. Strengths are the basis on which the
company may succeed and maintain its success throughout the
years. These strengths are categorized into two major parts;
tangible and intangible strengths. Strengths are what you are
great in or what you have good knowledge in. it also includes
the qualities and skills that your employees possess. The
strengths of a given company will also include the different
factors that help the organization remain consistent with its
success.
In obvious cases, strengths in a business are the beneficial
aspects that favor the growth of the business. They are the
capabilities of a business that distinguish the business from
other companies. Business capabilities may include process
capabilities, financial resources, goods and services,
availability of raw materials, brand loyalty, and human
competencies. Therefore, some of these strengths that an
organization may have are a lack of debts, having committed
and loyal employees, a variety of products, broad financial
resources, and loyal customers.
2.
Weaknesses: Weaknesses, as the name suggests, are the
bottlenecks that try to prevent a business from achieving its
general objectives and goals. These weaknesses affect the
growth and success of a business. Considering the various
weaknesses that negatively affect the growth and success of a
business, they are basically factors that do not meet the required
standards as they should.

Some of the major weaknesses that may affect an organization
include less/ poor research, poor development facilities,
improper or less quality machinery, less variety of products,
lack of skilled employees, disloyal employees, and high debts,
among others. For the success of an organization, these
weaknesses ought to be eliminated or minimized. For example,
an organization may offer regular training to its employees to
ensure that they have high-quality skills in their respective
fields. Comment by Bob Widner: Is this the start of a new
paragraph?
3.
Opportunities: opportunities are one of the external
factors in the SWOT analysis. Opportunities tend to contribute
greatly to an organization's success. These opportunities are
exposed by the environment within which the organization
operates. An organization may take advantage of certain
conditions in their environments and capitalize on them to
ensure the organization is more profitable and more successful.
By capitalizing on these opportunities within their
environments, organizations will acquire a competitive
advantage over their competitors.
Whenever an opportunity arises, an organization should not
waste time but grab the opportunity and work on it. An
organization may even hire professionals who will look for gaps
and niches in the market to spot a favorable opportunity. Some
of the opportunities that may be available within the
organization's environment include issues such as competition,
market, technology, government, and industrial opportunities. A
real-life example of an opportunity is the rise in demand for
telecommunication. This rise in demand is a great opportunity
for new companies to venture into the telecommunication
industry and give stiff competition to the existing companies.
Comment by Bob Widner: Is this the start of a new
paragraph?
4.

Threats: Threats will be visible in a situation where the
conditions of the external environment endanger the growth and
profitability of an organization. Threats are considered
uncontrollable, and in case an organization is vulnerable to a
certain threat, its stability and survival are often questioned.
Some examples of threats that an organization may face include
a continuous change in technology, unrest among the
employees, stiff and increased competition, price wars in the
market, and reduction in general profits in the industry.
Advantages of SWOT Analysis
SWOT analysis is very influential in the formulation of business
strategies. It is an essential and robust tool that has proven to be
a great help to many organizations. Performing a SWOT
analysis is very simple and can be done by any person who
understands how your business works. Comment by Bob
Widner: Provide citation from which you obtained these steps.
1. Cost-Effective
SWOT analysis is very beneficial to the company in that it is
not costly or even sometimes does not cost the company. One
does not require immense training activities or any technical
skill for them to conduct a SWOT analysis. The company can
use one of its own individuals who has significant knowledge of
the business to perform the SWOT analysis and would not
require any external consultant.
2. Wide Range of Applications
A SWOT analysis covers a wide range of applications and can
be used in conducting strategic research, strategic planning, and
competitive analysis. SWOT analysis can cover these
applications since it is able to identify all the environmental
factors that either play a favorable or unfavorable role in any
specific objective.
3. Promotes Discussion
It is very crucial that you have all your employees on the same
page. Therefore, SWOT analysis promotes discussion among the
organization's individuals. Every individual in the company

plays a vital role in driving the company to achieve its
objectives. Having frequent conversations on the strengths and
weaknesses of a company will help to identify any threats and
make sure that the company capitalizes on any opportunity
coming its way.
4. Provides Visual Overview
The final representation of a SWOT analysis is usually a square
with four quadrants, each representing the four entities of the
SWOT analysis. This arrangement provides a quick and visual
overview of the company's state/ position and encourages
discussions within the organization to help improve where
needed. The graphical overview typically helps the company to
determine its progress and whether it has achieved its goals and
overall objectives. After deciding on its progress, the company
will try to maximize its strengths, eliminate its weaknesses and
capitalize on its opportunities. Limitations of SWOT Analysis
Comment by Bob Widner: Provide citation from which you
obtained the list of weaknesses.
1. Lack of Clarity
SWOT analysis does not provide a clear method to deal with
cases such as when a specific factor is both a weakness and a
strength. The management has to attach their values to these
factors, which show up as strengths and weaknesses, and make
the right decision on the best step to follow in addressing the
issue.
2. Too Many Opinions to Address
During the SWOT analysis process, it is most likely that the
organization's leader will involve managers, departmental
heads, senior executives, and all other employees to seek their
opinions. All of their opinions may come out to be valid and
effective. Although all their opinions and demands may be
correct, it is challenging to address all their views and input.
Therefore, some views and demands which would assist the
organization significantly would be left out.Competitor
Analysis

For any organization, always operate in a highly competitive
environment. Cases of monopoly companies are sporadic.
Therefore, analyzing an organization's competition state in the
environment is very important (Fisher et al., 2020). Analyzing
these competitors will help an organization in discovering its
weaknesses, threats, and any opportunities available in the
market/ industrial environment. While coming up and
formulating a business strategy, the management of an
organization should also consider the business strategies of its
competitors. Comment by Bob Widner: Sentence structure.
Therefore, a competitor analysis is a process of identifying
competitors in your industrial environment and doing thorough
research on their different marketing skills/ strategies. The
information acquired from these competitive organizations can
be used as a point of reference/ comparison in identifying your
company's strengths and weaknesses. Performing a competitor
analysis will also help your business in understanding your
market, identifying trends in the industry, and setting
benchmarks for future growth of your Business (Fisher et al.,
2020).Reasons for Doing a Competitor Analysis Comment by
Bob Widner: Provide citation from which you obtained these
reasons.
1. Identify your business's strengths and weaknesses.
By clearly studying how your competitors are perceived in the
industrial environment, you are able to come up with
conclusions about your company's strengths and weaknesses.
Having information on your strengths will inform you of your
position in the market. It is also imperative to communicate to
your customers why your goods or services are the best
compared to all the choices in the market.
Having information on your company's weaknesses is essential
in helping your organization grow and achieve its objectives
(Fisher et al., 2020). You will be able to identify areas that need
more time and resources for improvement to be made. In

studying your competitors, you would see what they are doing
right and what you can change in your organization to eliminate
the weaknesses.
2. Understand your Market
Doing a thorough competitor research will assist you in
identifying competitors/companies that you did not consider as
your competition before. Having information on your
competitors is the first step to beating them. Doing thorough
research and analysis of what your competitors offer will assist
your company in identifying areas where your market is
undeserved. Finding any gap/niche in the market will help your
company in expanding and become more successful.
3. Trends in the Industry
Properly analyzing the competition in your industrial
environment can assist you in identifying and seeing the
direction the industry is moving, either technological
advancement or product improvement. However, you should not
emulate or copy what your competitors are doing; instead, you
should evaluate your customers' needs and implement what the
customers want.
Other objectives of doing competitor analysis include:
formulating a strategy, predicting the company's demand and
supply, coming up with new approaches to increase the market
share, developing a plan for the growth of your company, and
helping in forecasting oncoming threats and opportunities.
Comment by Bob Widner: Avoid single sentence
paragraphs.
According to Davis (2007), tools such as the external factors
evaluation (EFE) matrix, the internal factors evaluation (IFE)
matrix or the competitive profile matrix (CPM) can also
construct the SWOT matrix. Comment by Bob Widner: Avoid
single sentence paragraphs.
The SWOT matrix can be summarized as follows:
· SO strategies: taking advantage of opportunities.
· ST strategies: avoiding threats.
· WO strategies: introducing new opportunities by reduction of

weaknesses.
· WT strategies: avoid threats by minimizing weaknesses.
Figure 1
The SWOT Metrix
Note. Benzaghta et al., (2021), SWOT analysis applications: An
integrative literature review
Strategic Leadership
Strategic leadership is defined as a manager's potential/ability
to demonstrate a strategic vision for the company and to instill
the motivation to make the company succeed in other
individuals in the company (Samimi et al., 2020). In much
simpler words, strategic leadership refers to the utilization of
strategies in the management of employees. It is the ability of a
company's leadership to have an influence on its members in
helping the company accomplish its objectives. The main
function of strategic leaders is to create an organizational
structure, make strategic decisions, allocate resources, and
demonstrate a strategic vision.
The main objective of strategic leadership is the ability to
express strategic productivity. A strategic leader aims at
developing a suitable environment where the employees will
predict the company's needs in the context of their own
positions in the company (Samimi et al., 2020). As a strategic
manager, your principal function is to motivate the employees
to follow their own ideas in their specific fields. Forms of
motivation and encouragement include the reward system where
the best or most improved employees are rewarded.
Qualities of an effective strategic leader include loyalty,
motivation, compassion, self-control, social skills, self-
awareness, having a broad perspective, being articulate, and
reliability. Comment by Bob Widner: Avoid single sentence
paragraphs. Summary
Strategic management is a process involving environmental

analysis of the organization by its managers to formulate
strategies and plans for their implementation. Hence it can be
concluded that strategic management involves activities such as
analysis of strategies, creation, implementation, and control
strategies. It is very important for an organization to understand
what its current situation is in order to develop and determine
its mission and objectives. Strategies can successfully be
deployed by an organization to realize its objective and mission.
Strategic management in any organization needs a lot of
strategic thinking to help managers recognize the priorities and
come up with the best actions necessary in realizing the mission
and objectives. Strategy is a very useful concept utilized by
managers. Therefore, this study has discussed strategic
management in an organization by defining its main concept as
well as the conceptual framework to be used in this research.
The study has also identified gaps in recent related studies.
Widner: Citation?
Chapter 3 - Methodology
The study aims to assess the relationship between strategic
management in organizations and the performance appraisal
system. For decades now, organizations have adopted strategic
management approaches to gain a competitive advantage.
Leading companies like Apple, Samsung, and Facebook have
comprehensive strategies that drive their businesses. Strategic
management applies in every aspect of an organization,
including recruitment, manufacturing, quality improvement, and
sales and advertisement. Strategies make organizations
sustainable (Bryson & George, 2020).
On the other hand, human resource managers use an
appraisal system to evaluate employee performance in
organizations. The performance appraisal system is critical in

measuring employee productivity, the quality of products, and
how they contribute to competitive advantage. Organizations
implement various types of performance appraisal systems to
assess their employees. Numerous articles published previously
show that appropriate performance appraisal can increase
employee motivation, performance, and job satisfaction
(Subekti, 2021). Likewise, studies indicate that strategic
management leads to business sustainability, increased
performance, and profitability. However, less scholarly work
explains how strategic management and performance appraisal
systems relate to each other in organizations. Thus, the study
will address the gap by detailing clearly the relationship
between strategic management and performance appraisal.
Widner: Provide a few exemplary citations. Research Design
Comment by Bob Widner: Be familiar with the strengths
and weaknesses of correlational research. Include some of this
in this section.
https://www.researchgate.net/publication/275154431_Strengths_
and_Limitations_of_Correlational_Design
https://www.researchgate.net/publication/309308406_Re-
examination_of_the_limitations_associated_with_correlational_
research
https://akomm.ekut.kit.edu/downloads/GuW8_Correlation_red.p
df Comment by Bob Widner: Consider addressing why a
causal-comparative design was not used as this design comes
closest to a correlational study. Comment by Bob Widner:
In this section you want to compare/contrast another approach
that you could have adopted instead of the one that you did
adopt. For example, you can compare/contrast a causal-
comparative with a correlational approach. When comparing
approaches highlight the strengths and weaknesses of each and
then conclude with informing you readers as to why you

adopted the approach that you did and why you felt the adopted
approach BEST addresses your RQs. Comment by Bob
Widner: You might consider this resource to help you with the
comparison of research designs (or other sources as you deem
appropriate):
Salkind, N. J. (2010). Encyclopedia of research design.
Thousand Oaks, CA: SAGE Publications Ltd. doi:
10.4135/978141261288 Comment by Bob Widner: I suggest
three paragraphs for this section. One paragraph discusses the
correlational approach (strengths, weaknesses…). Second
paragraph outlines the strengths/weaknesses… of an approach
that you could have adopted with some slight modifications (in
this case the causal-comparative design). Finally, your third
paragraph should outline for your reader why you opted for the
correlational approach and how this approach BEST addresses
your RQs. I’ll likely ask this question during your oral
defense.
There are four quantitative research methods; descriptive,
correlation, quasi-experimental and experimental. The study
will use a correlation study design. A correlation study
measures the relationship between various variables. The
dependent variables are employee motivation and job
satisfaction while the independent variable is the organization’s
strategic management. It will be used to determine how
strategic management affects various organizational variables.
There are three types of correlations in business studies that can
be found when comparing the association between various
variables. The first correlation is positive and occurs when an
increase in one variable increases the other (
Formplus, 2020). A negative correlation occurs when
the association between variables is inversely proportional,
while zero correlation is when the variables do not affect each
other (
Formplus, 2020). Descriptive research is used to obtain

information describing a phenomenon or population in business.
However, it will not be used in the research because the concept
of strategic management in organizations is well-defined.
Quasi-experiments are used to evaluate the effectiveness of an
intervention. However, the research will not focus on programs
or organizational interventions, and thus, it is unsuitable. On
the hand, experimental studies are used to determine the cause-
and-effect relationship between dependent and independent
variables. Therefore, it is unsuitable for this particular
dependent study. Comment by Bob Widner: Most texts would
argue there are three: Experimental, quasi-experimental, and
non-experimental (Campbell & Stanley, 1963; Rumrill, 2004;
Thyer, 2012). Causal-comparative/ex post facto, correlational,
and descriptive designs are all non-experimental designs.
Comment by Bob Widner: In the Introduction (as well as in
your title) you make note of three DVs (Employee Performance,
Motivation, and Job Satisfaction) yet only two are represented
here. Comment by Bob Widner: Perhaps a more appropriate
data analyses approach with multiple dependent variables and
one independent variable would be a one-way multivariate
analyses of variance (MANOVA). Comment by Bob Widner:
Not "various" but two (as you have listed here). Comment by
Bob Widner: The wording does not accurately represent the
situation. A correlation can take on three "values": A positive
relationship, a negative relationship, and no relationship.
Comment by Bob Widner: This wording makes it sound as
if the former variable impacts (or affects) the second variable.
In a correlational analyses this is not the case. In such an
approach we are merely looking for relationships between
variables. We can not infer causality. Comment by Bob
Widner: See my previous comment. Comment by Bob
Widner: The rationale for not using these designs should be
strengthened. It is important that the reader understand why a
correlational approach was adopted over these other possible
designs.
Population and Sample Comment by Bob Widner: Please

specify your population, followed by your target population,
and then your sample. Also, indicate whether you had inclusion
criteria that had to be met by potential participants.
Comment by Bob Widner: If using a demographic
questionnaire make sure that whatever data collected is relevant
to your study (more specifically ties to your RQs).
Comment by Bob Widner: You should have two back-up
recruitment strategies in the event the first strategy fails to
produce enough participants. Describe these back-up plans for
your reader. Comment by Bob Widner: Specify your unit of
analyses. Specifically state: “…the unit of analyses in this
study is….”.
The study participants will be employees from the
organizations where strategic management will be studied.
Selection will be done using the criterion sampling technique.
The researcher will employ the following sampling formula:
Where:
z = is the Z score
∈ = is the margin of error
N = is the population
= is the population proportion
The type of sample the researcher is using is the sample size. A
total of 120 participants will be included. The total number of
participants are the total number of supervisors and managers
that work at Michelin plant in South Carolina. The confidence
level is 95%, margin of error is 5%, population proportion is
50%, and the population size is 120. There will be a total of 92
participants per the sample size calculator, which was used from
calculator.net (see Appendix I). That is how the researcher came
up with the participant calculation. Each participant will be
informed of the research objectives and fill out consent forms
before participating in the study. Data collected will be kept
confidential by the researcher. There will also be an age range
of the participants from 25 to 64 years of age (see Appendix K).

The researcher will post a screening questioner on the
manufacturer’s (Michelin) message board, to see if the
participants are within the qualifications for the research.
Comment by Bob Widner: Please provide more detail about
your sampling approach. For example, did you use convenience
sampling, purposeful sampling, snowball sampling…. With
each approach there are weaknesses. So you want to inform
your reader why you opted for your approach.
If you used inclusion criteria for your study participants then
you should have used the purposeful sampling approach.
Convenience sampling is recruiting from a group to which you
have easy access (i.e., convenient access). They are
preassembled and bounded by an artificial constraint. Purposive
sampling is intentionally seeking out an individual, as if by
name, based upon their unique experience. Comment by Bob
Widner: Generally in research it is a good idea to add another
15% to the calculated sample size to take into consider possible
attrition. Then add another 15% in the event a nonparametric
analyses must be used if one or more of the statistical
assumptions have been violated. Comment by Bob Widner: I
would avoid the use of a company's name. Just describe the
company by the characteristics such as size…. Comment by
Bob Widner: This may be confusing to your reader as you
previously stated you have 120 participants. Comment by Bob
Widner: I suggest using G*Power software. This is much more
precise and it allows for the a post power analyses once you
have collected your data. The G*Power software is available as
a free download from:
https://www.psychologie.hhu.de/arbeitsgruppen/allgemeine-
psychologie-und-arbeitspsychologie/gpower
Comment by Bob Widner: Reference the appendix where
this form can be found. Comment by Bob Widner: Specify the
length of time that the data will be kept beyond the end of the

study and what will happen to it once this time frame has been
reached (provide citations as well). Comment by Bob Widner:
Provide your reader with the rational for choosing this range
(e.g., cite a few studies that have used similar age ranges….).
Comment by Bob Widner: You should obtain site
authorization from the company to do this. Please provide the
site authorization letter in your appendix and then reference it
here. Instrumentation Comment by Bob Widner: There are
several instruments that you included in this section but I did
not see them being used in the data analyses section of Ch. 4.
Instrumentation refers to the tools or means researchers used
to measure various research variables. Each instrument is
selected based on the research goals. The research will use a
questionnaire to collect information on various variables related
to strategic management from an organization. According to
(Leung, 2001), questionnaires are used to collect information
from participants the researcher is interested with. Furthermore,
a questionnaire is applicable in research when to collect factual
data. Consequently, the investigators must ensure that the
questionnaires are highly structured to allow the same types of
information to be collected from a large number of people in the
same way and for data to be analyzed quantitatively and
systematically (Leung, 2001). The research will use
questionnaires to obtain critical information on independent
variables. The survey instrument used for the study will be
comprised of the screening questions, the informed consent
form, demographic characteristics questions, and the
Multifactor Leadership Questionnaire (MLQ) (see Appendix G),
and individual work performance questionnaire (IWPQ) (see
Appendix H). Data for the survey will stem from SurveyMonkey
via the personal computer of the researcher. The researcher is
the only individual who can access the file as the computer is
password protected. Data will kept on the computer for three
years after the study is completed. The statistical software
program (SPSS) will be used in the research once responses are

gathered. The data will be downloaded from Survey Monkey,
cleaned in Excel, and put into SPSS. The data assumptions test
for normality, linear testing, and homoscedasticity will be done
prior to hypothesis testing to ensure parametric analysis is
appropriate. To access these, histograms and bar graph will be
used while multicollinearity will be assessed using the Pearson
correlation matrix. The sampling methods to be used will be a
random simple sample. The researcher will identify the group
and obtain individuals within those samples. Including a random
simple sample can ensure that each participant within the
sample population group has equal chances of participation.
Comment by Bob Widner: Reference appendix where these
can be found. Comment by Bob Widner: Reference the
appendix where this can be found. Comment by Bob Widner:
Reference the appendix where these can be found. Comment by
Bob Widner: Did the author of this instrument give permission
to use this in your study? If so, please reference the appendix
where the permission letter can be found. Comment by Bob
Widner: Please describe the steps to be taken to ensure the
reliability of the results of your study, what criteria will be used
to determine if a measurement is reliable, and what will happen
if a measure is found not to be reliable. Comment by Bob
Widner: Please include an encompassing discussion of the
various types of validly. This may help:
Olsen, R. B., Orr, L. L., Bell, S. H., & Stuart, E. A. (2013).
External validity in policy evaluations that choose sites
purposively. Journal of Policy Analysis and Management, 32(1),
107-121.
Lynch, F., Dickerson, J., Feeny, D., Clarke, G., & MacMillan,
A. (2014). PS2-46: Validity and reliability of health-related
quality of life instruments in teens with depression. Clinical
Medicine and Research, 12(1-2), 105-105. Comment by Bob
Widner: The Cronbach’s Alpha values for the instruments? You
will want to compare your obtained value using your

participants with those of the reported values for the instrument.
Comment by Bob Widner: So if the minimum measure for
reliability is .70, one should not use an instrument with � = .69
and .68, which is below that threshold. Here are some resources
trhat might help you make a case one way or another.
https://link.springer.com/article/10.1007/s11165-016-9602-2
https://scholarworks.iupui.edu/bitstream/handle/1805/344/gliem
+&+gliem.pdf?sequence=1
https://mattchoward.com/introduction-to-cronbachs-alpha/
https://liveinnovation.org/spss-tutorial-7-cronbach-alpha-
reliability-test/ Comment by Bob Widner: We need the
psychometric properties of these instruments. For example, a
discussion of validity and reliability issues. Comment by Bob
Widner: You need to discuss more about the instruments (and
less about anything that is not related to the instruments). Each
instrument should be discussed in a separate paragraph. You
need to discuss the nature of the scale, which variables are
measured by each scale, and how each variable measure (score)
is determined. You should consider describing how to interpret
a high or low score for each measure. You must briefly
introduce the validity and reliability of the instrument for
measuring each of the variables. Comment by Bob Widner:
Did the author of this instrument give permission to use this in
your study? If so, please reference the appendix where the
permission letter can be found. Comment by Bob Widner:
Citation? Comment by Bob Widner: Version #? Comment by
Bob Widner: Version #?

Questionnaires Comment by Bob Widner: Don’t' need this
much information about your questionnaire.
There are different types of questionnaires that include
open-ended, closed and semi structured. Open-ended questions
have no choices and participants are allowed to give their
responses which may differ significantly (Aryal, 2021). On the
other hand, closed questions have predetermined answers. The
researcher can provide multiple choices and allow participants
to select one choice. Also, such questions may require a no or
yes answer. On the other hand, semi structured questions use
both types of questions (open-ended and closed. (Leung, 2001)
asserts that proper questionnaire design leads to accurate
information and increase response rate. Therefore, the research
will use closed-ended question. The main reason for using
closed-ended questionnaire is that the research is quantitative.
Therefore, providing participants with predetermined choices
will lead to numerical data thereby facilitating the use of
quantitative data analysis method (Aryal, 2021). Open-ended
questionnaires will not be used in the study because the
responses obtained are qualitative and not numerical.
Qualitative data will not be suitable in the quantitative research
(see Appendix G and H). Lastly, semi-structured questionnaires
are excluded because they may only be more suitable in mixed
method research where both quantitative and qualitative data is
used.
Structured Interviews
Other common instruments used to collect data in research
are interviews and observation. Interview is a method of data
collection that involves two or more people exchanging
information through a series of questions and answers. When
the number of people responding to the question is more than
one, it becomes a focus group. (Cameron, J., 2005). Interviews

are appropriate when asking questions involving lengthy
explanation or when studying confusing topics with
respondents. However, they will not be applied in the research
because of increased bias. Also, they lead to qualitative
information while the research is quantitative. On the other
hand, observation is a data collection method where the
researcher watches people, events or features of the research
environment (Delve, 2022) The main weakness of the
methodology is that the researcher will have to spend more time
in collecting data (Aryal, 2022). Also, it will be difficult to
control research variables. Consequently, the method will not be
used in the research.Research ProceduresComment by Bob
Widner: This section is somewhat disorganized. We should
have a chronological sequence of events that are very clear so
that subsequent researches could replicate your study if desired.
Comment by Bob Widner: I would like to see more detail
about data cleaning. For example: How will you deal with
outliers? Please outline for your reader what an outlier is, how
it will be identified, and how you will deal with them..
Here is a good resource for you:
Tabachnick, B.G., & Fidell, L.S. (2013) Using multivariate
statistics (6th ed.). Boston, MA: Allyn & Bacon. Comment by
Bob Widner: How will you deal with any missing data? There
are multiple approaches to dealing with missing data. Please
research these, inform your reader, and then inform your reader
why you opted for the approach that you did. Comment by Bob
Widner: Will participants have the option to not answer all
questions on the demographic questionnaire if they do not want
to?
The first procedure in the research will be identifying the
dependent and independent research variables. The dependent
variable is the management and leadership traits on employee
performance, motivation, and job satisfaction. The Independent

The Research Proposal The Role of Strategic Management and Le.docx

The Research Proposal The Role of Strategic Management and Le.docx

Recommended

Recommended

More Related Content

What's hot

What's hot (20)

Similar to The Research Proposal The Role of Strategic Management and Le.docx

Similar to The Research Proposal The Role of Strategic Management and Le.docx (20)

More from rhetttrevannion

More from rhetttrevannion (20)

Recently uploaded

Recently uploaded (20)

The Research Proposal The Role of Strategic Management and Le.docx