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 m.
The role organizational rewards on employees motivationAwais Sargana
The document discusses organizational rewards and their impact on employee motivation. It provides background on motivation theories and defines intrinsic and extrinsic motivation. The research aims to evaluate the role of organizational rewards, like monetary and non-monetary benefits, on employee motivation levels. An exploratory study will examine banking sector employees using questionnaires, interviews and observations to understand how rewards influence motivation. The findings could help organizations improve employee motivation and identify ways to enhance services.
This document summarizes a research study on the impact of employee motivation on performance in private firms in Multan, Pakistan. The study found that employee motivation is important for both employee and firm performance. A questionnaire was administered to employees across different levels and departments. The results showed that most employees were satisfied with their work, and that supervisors play an important role in motivating employees through listening, communicating expectations, and supporting development. Overall, the study concluded that motivated employees are more productive and that firms should focus on motivating employees to improve performance.
This document discusses the managerial effectiveness model developed by Lyman Porter and Edward Lawler. Their model expanded on Victor Vroom's expectancy theory of motivation. Porter and Lawler proposed that an individual's effort, performance, satisfaction and other variables are related. They developed testable hypotheses and a theoretical model to explore the relationships between these variables. The model considers how factors like rewards, abilities and role perceptions impact motivation and satisfaction.
This document provides a snapshot of several leadership theories from Great Man theory to Transformational leadership. It describes each theory, including Great Man which believed leaders were born with innate qualities, Trait theories which highlighted positive traits, Behavioral theories which observed leadership styles, Situational leadership which saw leadership as specific to a situation, Contingency theory which identified variables to predict effective styles, Transactional leadership which emphasized mutual benefits between leaders and followers, and Transformational leadership which focused on envisioning and implementing organizational change.
This summary outlines key aspects of the diagnostic process presented in Chapter 5 of An Experiential Approach to Organization Development 7th edition. The chapter discusses gathering data through methods like surveys, interviews, and observation to identify problems in organizations. Diagnosis is presented as a cyclical process involving data collection, problem identification, interpretation, and potential solutions. Models are used to analyze structures, cultures, and behaviors. The goal of diagnosis is to understand the present state of an organization and specify the nature, causes, and basis for selecting strategies to address issues.
Management involves guiding resources to achieve organizational goals through a process of planning, organizing, staffing, leading, and controlling. Scientific management pioneered by Frederick Taylor emphasized setting standards for tasks and using scientific methods like time studies. It aimed to increase efficiency through principles like separating planning from doing work, specialization of roles, standardization, and mental revolution among workers. Later theorists viewed management also as a process of coordination to achieve goals or as performing managerial functions. Effective management requires skills that vary at different levels from technical to conceptual.
Organizational Development (OD) aims to facilitate planned change in organizations through interventions led by change agents. Kurt Lewin's model of change involves three stages - unfreezing old behaviors, moving to new behaviors, and refreezing at the new level. The Burke-Litwin model distinguishes first-order transactional changes from second-order transformational changes that impact organizational culture and strategy. OD programs target both types of changes with increasing focus on cultural transformations.
1. The document discusses performance management, defining it as a systematic process for improving organizational performance by developing individual and team performance through goal setting, measurement, feedback and alignment with organizational strategy.
2. It outlines the key aims of performance management as empowering and motivating employees, focusing them on the right tasks, aligning individual goals with organizational goals, and maximizing individual and team potential to benefit both employees and the organization.
3. The document also discusses principles of effective performance management such as transparency, employee empowerment, organizational values and culture, and creating an amicable workplace environment.
The role organizational rewards on employees motivationAwais Sargana
The document discusses organizational rewards and their impact on employee motivation. It provides background on motivation theories and defines intrinsic and extrinsic motivation. The research aims to evaluate the role of organizational rewards, like monetary and non-monetary benefits, on employee motivation levels. An exploratory study will examine banking sector employees using questionnaires, interviews and observations to understand how rewards influence motivation. The findings could help organizations improve employee motivation and identify ways to enhance services.
This document summarizes a research study on the impact of employee motivation on performance in private firms in Multan, Pakistan. The study found that employee motivation is important for both employee and firm performance. A questionnaire was administered to employees across different levels and departments. The results showed that most employees were satisfied with their work, and that supervisors play an important role in motivating employees through listening, communicating expectations, and supporting development. Overall, the study concluded that motivated employees are more productive and that firms should focus on motivating employees to improve performance.
This document discusses the managerial effectiveness model developed by Lyman Porter and Edward Lawler. Their model expanded on Victor Vroom's expectancy theory of motivation. Porter and Lawler proposed that an individual's effort, performance, satisfaction and other variables are related. They developed testable hypotheses and a theoretical model to explore the relationships between these variables. The model considers how factors like rewards, abilities and role perceptions impact motivation and satisfaction.
This document provides a snapshot of several leadership theories from Great Man theory to Transformational leadership. It describes each theory, including Great Man which believed leaders were born with innate qualities, Trait theories which highlighted positive traits, Behavioral theories which observed leadership styles, Situational leadership which saw leadership as specific to a situation, Contingency theory which identified variables to predict effective styles, Transactional leadership which emphasized mutual benefits between leaders and followers, and Transformational leadership which focused on envisioning and implementing organizational change.
This summary outlines key aspects of the diagnostic process presented in Chapter 5 of An Experiential Approach to Organization Development 7th edition. The chapter discusses gathering data through methods like surveys, interviews, and observation to identify problems in organizations. Diagnosis is presented as a cyclical process involving data collection, problem identification, interpretation, and potential solutions. Models are used to analyze structures, cultures, and behaviors. The goal of diagnosis is to understand the present state of an organization and specify the nature, causes, and basis for selecting strategies to address issues.
Management involves guiding resources to achieve organizational goals through a process of planning, organizing, staffing, leading, and controlling. Scientific management pioneered by Frederick Taylor emphasized setting standards for tasks and using scientific methods like time studies. It aimed to increase efficiency through principles like separating planning from doing work, specialization of roles, standardization, and mental revolution among workers. Later theorists viewed management also as a process of coordination to achieve goals or as performing managerial functions. Effective management requires skills that vary at different levels from technical to conceptual.
Organizational Development (OD) aims to facilitate planned change in organizations through interventions led by change agents. Kurt Lewin's model of change involves three stages - unfreezing old behaviors, moving to new behaviors, and refreezing at the new level. The Burke-Litwin model distinguishes first-order transactional changes from second-order transformational changes that impact organizational culture and strategy. OD programs target both types of changes with increasing focus on cultural transformations.
1. The document discusses performance management, defining it as a systematic process for improving organizational performance by developing individual and team performance through goal setting, measurement, feedback and alignment with organizational strategy.
2. It outlines the key aims of performance management as empowering and motivating employees, focusing them on the right tasks, aligning individual goals with organizational goals, and maximizing individual and team potential to benefit both employees and the organization.
3. The document also discusses principles of effective performance management such as transparency, employee empowerment, organizational values and culture, and creating an amicable workplace environment.
Theme
Establishing performance management department in a company main features to address are:
1. Strategy Statement.
2. Process.
3. Need of the department
The document describes UPS's Community Internship Program (CIP) which aims to improve cultural understanding and empathy among managers. The monthly program places 50 executives each year in communities around the country to experience challenges faced by employees and citizens. A UPS manager credits his CIP experience with helping him better understand an employee's need for time off to care for family. The program opened his eyes to issues of poverty and inequality that some employees face. It is believed to help managers relate better to UPS's diverse workforce.
Philosophies & approaches to management practiceslavnigam
Management involves coordinating resources to achieve goals effectively and efficiently. It is a process where managers create an environment for employees to achieve personal and organizational growth. The evolution of management thought progressed from ancient civilizations emphasizing division of labor, to scientific management in the industrial era focusing on standards and efficiency, to behavioral management recognizing human factors. The five major schools of management are classical, behavioral, quantitative, systems, and contingency approaches. The Hawthorne studies highlighted the importance of human relationships in organizations.
The document discusses intrinsic and extrinsic motivation. Intrinsic motivation comes from within and refers to motivation from enjoying a task itself, while extrinsic motivation comes from outside rewards like money or grades. Several motivational strategies are then analyzed in terms of whether they are more extrinsic or external types of motivation, noting their advantages and disadvantages. Most extrinsic motivators are effective in the short term but can reduce internal motivation, shift the focus from learning to rewards, and create dependency on external approval.
This document discusses the nature of leadership and provides an overview of leadership theories. It defines leadership in several ways and explores the differences between leadership and management. Leadership has been studied using various approaches, including trait, behavior, power-influence, situational, and integrative. Theories can be compared based on their key variables like characteristics of the leader, followers, and situation. Theories also differ in their level of conceptualization from intra-individual to organizational processes. Effective leadership is assessed based on outcomes for followers and the organization. While no single approach can fully explain leadership, integrating different variables provides a more comprehensive understanding.
This document provides an overview of organizational behaviour and its importance. It defines organizational behaviour as the study of human behaviour in organizational settings, drawing from fields like psychology, sociology, and anthropology. It discusses how organizational behaviour examines behaviour at the individual, group, and organizational levels. The document also outlines four key elements that make up organizations: people, formal structure, technology, and the external social system. Finally, it discusses three important reasons for studying organizational behaviour: to understand human behaviour, help organizations adapt to change, and help managers control and direct behaviour to achieve goals.
The document discusses various aspects of stress including:
1. Definitions of stress, eustress, and dystress from sources like Fred Luthans and Hans Selye.
2. Models of workplace stress like the demand-control model and effort-reward imbalance model.
3. Common causes of stress at the individual level like personality and at the organizational level like role ambiguity.
4. Physiological, psychological and behavioral impacts of stress and estimates that job stress costs American businesses $200 billion annually.
5. Approaches for managing stress through modifying stressors, changing perceptions, improving coping, and organizational interventions.
Chapter 2 The Evolution Of Management Theorymanagement 2
The document summarizes the evolution of management theory from the late 19th century to present. It traces the development of scientific management theory by Taylor and Gilbreth focused on efficiency. This was followed by administrative management theory emphasizing formal structure and Fayol's 14 principles of management. Behavioral management theory then arose, focusing on human factors, motivated by studies like Hawthorne and thinkers like Mary Parker Follett emphasizing participation. The evolution has involved an increasing focus on both efficiency and human/social aspects of organizing work.
Organizational behavior can be analyzed at three levels - the individual, group, and organizational levels. At the individual level, it involves studying things like learning, motivation, and personality. At the group level, it focuses on dynamics, leadership, and roles. At the organizational level, it examines culture, structure, change, and the external environment. Organizational behavior draws from different fields depending on the level of analysis, such as psychology for the individual level and sociology for the group level.
The document summarizes the key contributors to classical organizational theory, including Frederick Taylor's scientific management theories, Henri Fayol's administrative management principles, Luther Gulick's expansion of Fayol's management functions, and Max Weber's ideal bureaucracy. It discusses some of their major ideas, such as Taylor's time and motion studies, Fayol's 14 management principles, Gulick's addition of budgeting as the 7th management function, and Weber's classification of authority and characteristics of rational-legal authority. The human relations movement emerged from the Hawthorne experiments in the 1920s-1930s, shifting focus to social and psychological factors.
This document discusses performance management systems. It begins by outlining the scope and significance of performance management, including its advantages and impact of organizational structure. It then defines key terms like performance, competency, and potential. The document outlines the performance management cycle and process, which includes performance planning, monitoring, feedback, and rewards. It discusses objectives and characteristics of performance management systems. Finally, it describes benefits for the organization, managers, and individuals.
This document discusses several theories of leadership, including:
1. Blake and Mouton's Managerial Grid theory which identifies five leadership styles based on concern for production and people.
2. House's Path-Goal Theory which proposes that a leader's job is to assist followers in achieving goals and provide direction and support.
3. Likert's Management Systems which identified four systems of management based on extensive research.
4. Transformational and Transactional leadership theories, with transformational leadership inspiring extraordinary outcomes.
Performance Management System & Performance AppraisalArun VI
The document discusses performance management systems and performance appraisal. It explains that performance management systems take a systematic approach to improving individual and team performance in an organization, and include strategic functions like resource planning and organizational development as well as transactional functions like recruitment and selection. Performance appraisal evaluates and measures an individual's performance and helps categorize high and low performers so that low performers can receive training and high performers can be rewarded. Performance management differs from performance appraisal in that it involves continuous monitoring, setting clear objectives, and regular feedback throughout the performance cycle. An effective performance management system comprises forecasting, planning, controls, and reporting to improve policies, programs, and outcomes.
This example illustrates Herzberg's two-factor theory. Specifically, it relates to the hygiene factors dimension. Patient satisfaction survey scores measure things like working conditions, company policies, and interpersonal relationships - which Herzberg classified as hygiene factors. When hygiene factors are poor, work is dissatisfying. In this case, if patient satisfaction scores are low, it could indicate dissatisfying working conditions, policies, or relationships for patients. The government is using patient satisfaction scores/hygiene factors to determine Medicare reimbursement rates as a way to reduce dissatisfaction among patients and healthcare providers. However, according to Herzberg's theory, while addressing hygiene factors can reduce dissatisfaction, it does not necessarily improve satisfaction or motivation on its own
Contribution of F.W Taylor (1) (1).pptssuser339828
This document discusses Frederick Winslow Taylor and his theory of scientific management. It provides an overview of Taylor's contributions and principles of scientific management, which included analyzing each job task, breaking work into components, setting productivity goals, and training workers. The document outlines both Taylor's views that management should be scientific and data-driven, as well as common criticisms that this approach dehumanizes workers. It concludes by noting that while scientific management was criticized for being reductionist, many of its tools and techniques to increase efficiency are still used in organizations today.
Managers perform three categories of roles: interpersonal roles, informational roles, and decisional roles. Interpersonal roles include figurehead, leader, and liaison. Informational roles consist of monitor, disseminator, and spokesperson. Decisional roles are entrepreneur, disturbance handler, resource allocator, and negotiator. Each role has specific responsibilities and examples are provided to illustrate how managers fulfill these roles in their daily activities.
The document discusses the classical approaches to management that emerged during the Industrial Revolution. It describes three major approaches: scientific management, which aimed to improve worker efficiency through time and motion studies; bureaucratic management, which emphasized rational organization structures and processes; and administrative management, which focused on management functions and principles like those outlined by Henri Fayol. The classical approaches sought to increase productivity and profitability in factories through principles of specialization, centralized decision-making, and rationalization of work.
The document discusses several definitions of motivation provided by different authors, including the idea that motivation is the force that drives behavior and directs it towards a goal. It also summarizes Maslow's hierarchy of needs and Herzberg's two-factor theory of motivation. The expectancy theory of motivation holds that effort leads to performance and performance leads to rewards. Motivated employees work more productively and seek improvement. An organization's reward system is designed to influence employee behavior and performance. Job satisfaction depends on both organizational factors like leadership and pay as well as personal factors like personality and career development.
A Study Of Motivation How To Get Your Employees MovingSabrina Green
This document provides an overview and summary of a thesis on employee motivation. It begins with an introduction to the topic and definitions of motivation. Major theories of motivation are then discussed, including Maslow's hierarchy of needs, Herzberg's two-factor theory, and the four motivations. Financial and non-financial motivators are examined, along with implications for managers. The document concludes by stating the research aims to help managers understand how to motivate employees to increase productivity.
3 hours ago
holly orme
RE: Discussion - Week 4 - Initial Post - Holly Orme
COLLAPSE
Top of Form
Nursing 6053; Leadership
Week 4 – Initial Post
Excellent leadership in nursing is likely to pull from different theories according to the job at hand, the team’s needs and the local state of affairs.
There is no simple answer to the complex question of what makes exceptional leadership in nursing, despite the existence of evidence showing that it can have a positive impact on both patient experience and outcomes, and nurse satisfaction and retention. There is some suggestion that the latter then influences the former. However, establishing what makes good nursing leadership is challenging.
A number of leadership theories describe how they can be applied to nursing and how effective they are. What appears is that different approaches are needed according to the goals of the individual leader. One thing is clear: success hinges on good relationships between leaders and their teams.
In the face of ambiguity and complexity, it seems that good leadership is an anomaly and requires careful evaluation. Where there are contradictory findings, it is important to delve deeper to uncover what each different approach has in common.
Historically, leadership studies have been focused on the beliefs and actions of leaders, leaving followers with a passive role and at the of the mercy of those they follow. Recent studies have explored the roles of both leaders and followers, and suggest that it is the nature of the relationship between them, rather than any specific behavior of their leaders, that creates effective leadership.
Hersey and Blanchard (1969) observed that the leader’s actions should be determined by the experience of the team remembering that the behaviors of good leaders are circumstantial rather than permanent. In this model, leaders evaluate the needs of the followers and adjust their actions accordingly.
Haslam et al (2011) suggest that leaders must be an essential part of the team and that their primary role is to create a sense of group uniqueness. The leader must convey what the team dynamics are and why people would want to be part of it, and motivate followers to identify with the group, by fostering a true sense of loyalty.
Uhl-Bien et al (2014) go further, suggesting that the guidance of a team is co-produced with followers and that it depends on their actions toward the leader and the leader’s reaction towards them, in an open network. The idea is that you cannot force leadership and that it must be earned from followers. In this model, there is a distinction between people in positions of authority and leaders, and leadership has to be won rather than assumed.
Avolio, who had worked with Bass on transformational leadership, developed his thinking further into authentic leadership, which emphasizes the leader’s ethics and behavioral integrity (Avolio et al, 2004). This is reflected in Haslam’s model, which requires the leader to lead by e.
Theme
Establishing performance management department in a company main features to address are:
1. Strategy Statement.
2. Process.
3. Need of the department
The document describes UPS's Community Internship Program (CIP) which aims to improve cultural understanding and empathy among managers. The monthly program places 50 executives each year in communities around the country to experience challenges faced by employees and citizens. A UPS manager credits his CIP experience with helping him better understand an employee's need for time off to care for family. The program opened his eyes to issues of poverty and inequality that some employees face. It is believed to help managers relate better to UPS's diverse workforce.
Philosophies & approaches to management practiceslavnigam
Management involves coordinating resources to achieve goals effectively and efficiently. It is a process where managers create an environment for employees to achieve personal and organizational growth. The evolution of management thought progressed from ancient civilizations emphasizing division of labor, to scientific management in the industrial era focusing on standards and efficiency, to behavioral management recognizing human factors. The five major schools of management are classical, behavioral, quantitative, systems, and contingency approaches. The Hawthorne studies highlighted the importance of human relationships in organizations.
The document discusses intrinsic and extrinsic motivation. Intrinsic motivation comes from within and refers to motivation from enjoying a task itself, while extrinsic motivation comes from outside rewards like money or grades. Several motivational strategies are then analyzed in terms of whether they are more extrinsic or external types of motivation, noting their advantages and disadvantages. Most extrinsic motivators are effective in the short term but can reduce internal motivation, shift the focus from learning to rewards, and create dependency on external approval.
This document discusses the nature of leadership and provides an overview of leadership theories. It defines leadership in several ways and explores the differences between leadership and management. Leadership has been studied using various approaches, including trait, behavior, power-influence, situational, and integrative. Theories can be compared based on their key variables like characteristics of the leader, followers, and situation. Theories also differ in their level of conceptualization from intra-individual to organizational processes. Effective leadership is assessed based on outcomes for followers and the organization. While no single approach can fully explain leadership, integrating different variables provides a more comprehensive understanding.
This document provides an overview of organizational behaviour and its importance. It defines organizational behaviour as the study of human behaviour in organizational settings, drawing from fields like psychology, sociology, and anthropology. It discusses how organizational behaviour examines behaviour at the individual, group, and organizational levels. The document also outlines four key elements that make up organizations: people, formal structure, technology, and the external social system. Finally, it discusses three important reasons for studying organizational behaviour: to understand human behaviour, help organizations adapt to change, and help managers control and direct behaviour to achieve goals.
The document discusses various aspects of stress including:
1. Definitions of stress, eustress, and dystress from sources like Fred Luthans and Hans Selye.
2. Models of workplace stress like the demand-control model and effort-reward imbalance model.
3. Common causes of stress at the individual level like personality and at the organizational level like role ambiguity.
4. Physiological, psychological and behavioral impacts of stress and estimates that job stress costs American businesses $200 billion annually.
5. Approaches for managing stress through modifying stressors, changing perceptions, improving coping, and organizational interventions.
Chapter 2 The Evolution Of Management Theorymanagement 2
The document summarizes the evolution of management theory from the late 19th century to present. It traces the development of scientific management theory by Taylor and Gilbreth focused on efficiency. This was followed by administrative management theory emphasizing formal structure and Fayol's 14 principles of management. Behavioral management theory then arose, focusing on human factors, motivated by studies like Hawthorne and thinkers like Mary Parker Follett emphasizing participation. The evolution has involved an increasing focus on both efficiency and human/social aspects of organizing work.
Organizational behavior can be analyzed at three levels - the individual, group, and organizational levels. At the individual level, it involves studying things like learning, motivation, and personality. At the group level, it focuses on dynamics, leadership, and roles. At the organizational level, it examines culture, structure, change, and the external environment. Organizational behavior draws from different fields depending on the level of analysis, such as psychology for the individual level and sociology for the group level.
The document summarizes the key contributors to classical organizational theory, including Frederick Taylor's scientific management theories, Henri Fayol's administrative management principles, Luther Gulick's expansion of Fayol's management functions, and Max Weber's ideal bureaucracy. It discusses some of their major ideas, such as Taylor's time and motion studies, Fayol's 14 management principles, Gulick's addition of budgeting as the 7th management function, and Weber's classification of authority and characteristics of rational-legal authority. The human relations movement emerged from the Hawthorne experiments in the 1920s-1930s, shifting focus to social and psychological factors.
This document discusses performance management systems. It begins by outlining the scope and significance of performance management, including its advantages and impact of organizational structure. It then defines key terms like performance, competency, and potential. The document outlines the performance management cycle and process, which includes performance planning, monitoring, feedback, and rewards. It discusses objectives and characteristics of performance management systems. Finally, it describes benefits for the organization, managers, and individuals.
This document discusses several theories of leadership, including:
1. Blake and Mouton's Managerial Grid theory which identifies five leadership styles based on concern for production and people.
2. House's Path-Goal Theory which proposes that a leader's job is to assist followers in achieving goals and provide direction and support.
3. Likert's Management Systems which identified four systems of management based on extensive research.
4. Transformational and Transactional leadership theories, with transformational leadership inspiring extraordinary outcomes.
Performance Management System & Performance AppraisalArun VI
The document discusses performance management systems and performance appraisal. It explains that performance management systems take a systematic approach to improving individual and team performance in an organization, and include strategic functions like resource planning and organizational development as well as transactional functions like recruitment and selection. Performance appraisal evaluates and measures an individual's performance and helps categorize high and low performers so that low performers can receive training and high performers can be rewarded. Performance management differs from performance appraisal in that it involves continuous monitoring, setting clear objectives, and regular feedback throughout the performance cycle. An effective performance management system comprises forecasting, planning, controls, and reporting to improve policies, programs, and outcomes.
This example illustrates Herzberg's two-factor theory. Specifically, it relates to the hygiene factors dimension. Patient satisfaction survey scores measure things like working conditions, company policies, and interpersonal relationships - which Herzberg classified as hygiene factors. When hygiene factors are poor, work is dissatisfying. In this case, if patient satisfaction scores are low, it could indicate dissatisfying working conditions, policies, or relationships for patients. The government is using patient satisfaction scores/hygiene factors to determine Medicare reimbursement rates as a way to reduce dissatisfaction among patients and healthcare providers. However, according to Herzberg's theory, while addressing hygiene factors can reduce dissatisfaction, it does not necessarily improve satisfaction or motivation on its own
Contribution of F.W Taylor (1) (1).pptssuser339828
This document discusses Frederick Winslow Taylor and his theory of scientific management. It provides an overview of Taylor's contributions and principles of scientific management, which included analyzing each job task, breaking work into components, setting productivity goals, and training workers. The document outlines both Taylor's views that management should be scientific and data-driven, as well as common criticisms that this approach dehumanizes workers. It concludes by noting that while scientific management was criticized for being reductionist, many of its tools and techniques to increase efficiency are still used in organizations today.
Managers perform three categories of roles: interpersonal roles, informational roles, and decisional roles. Interpersonal roles include figurehead, leader, and liaison. Informational roles consist of monitor, disseminator, and spokesperson. Decisional roles are entrepreneur, disturbance handler, resource allocator, and negotiator. Each role has specific responsibilities and examples are provided to illustrate how managers fulfill these roles in their daily activities.
The document discusses the classical approaches to management that emerged during the Industrial Revolution. It describes three major approaches: scientific management, which aimed to improve worker efficiency through time and motion studies; bureaucratic management, which emphasized rational organization structures and processes; and administrative management, which focused on management functions and principles like those outlined by Henri Fayol. The classical approaches sought to increase productivity and profitability in factories through principles of specialization, centralized decision-making, and rationalization of work.
The document discusses several definitions of motivation provided by different authors, including the idea that motivation is the force that drives behavior and directs it towards a goal. It also summarizes Maslow's hierarchy of needs and Herzberg's two-factor theory of motivation. The expectancy theory of motivation holds that effort leads to performance and performance leads to rewards. Motivated employees work more productively and seek improvement. An organization's reward system is designed to influence employee behavior and performance. Job satisfaction depends on both organizational factors like leadership and pay as well as personal factors like personality and career development.
A Study Of Motivation How To Get Your Employees MovingSabrina Green
This document provides an overview and summary of a thesis on employee motivation. It begins with an introduction to the topic and definitions of motivation. Major theories of motivation are then discussed, including Maslow's hierarchy of needs, Herzberg's two-factor theory, and the four motivations. Financial and non-financial motivators are examined, along with implications for managers. The document concludes by stating the research aims to help managers understand how to motivate employees to increase productivity.
3 hours ago
holly orme
RE: Discussion - Week 4 - Initial Post - Holly Orme
COLLAPSE
Top of Form
Nursing 6053; Leadership
Week 4 – Initial Post
Excellent leadership in nursing is likely to pull from different theories according to the job at hand, the team’s needs and the local state of affairs.
There is no simple answer to the complex question of what makes exceptional leadership in nursing, despite the existence of evidence showing that it can have a positive impact on both patient experience and outcomes, and nurse satisfaction and retention. There is some suggestion that the latter then influences the former. However, establishing what makes good nursing leadership is challenging.
A number of leadership theories describe how they can be applied to nursing and how effective they are. What appears is that different approaches are needed according to the goals of the individual leader. One thing is clear: success hinges on good relationships between leaders and their teams.
In the face of ambiguity and complexity, it seems that good leadership is an anomaly and requires careful evaluation. Where there are contradictory findings, it is important to delve deeper to uncover what each different approach has in common.
Historically, leadership studies have been focused on the beliefs and actions of leaders, leaving followers with a passive role and at the of the mercy of those they follow. Recent studies have explored the roles of both leaders and followers, and suggest that it is the nature of the relationship between them, rather than any specific behavior of their leaders, that creates effective leadership.
Hersey and Blanchard (1969) observed that the leader’s actions should be determined by the experience of the team remembering that the behaviors of good leaders are circumstantial rather than permanent. In this model, leaders evaluate the needs of the followers and adjust their actions accordingly.
Haslam et al (2011) suggest that leaders must be an essential part of the team and that their primary role is to create a sense of group uniqueness. The leader must convey what the team dynamics are and why people would want to be part of it, and motivate followers to identify with the group, by fostering a true sense of loyalty.
Uhl-Bien et al (2014) go further, suggesting that the guidance of a team is co-produced with followers and that it depends on their actions toward the leader and the leader’s reaction towards them, in an open network. The idea is that you cannot force leadership and that it must be earned from followers. In this model, there is a distinction between people in positions of authority and leaders, and leadership has to be won rather than assumed.
Avolio, who had worked with Bass on transformational leadership, developed his thinking further into authentic leadership, which emphasizes the leader’s ethics and behavioral integrity (Avolio et al, 2004). This is reflected in Haslam’s model, which requires the leader to lead by e.
This document discusses a study that examined how a supervisor's self-disclosure relates to an employee's liking of their supervisor. The study surveyed 168 employees about their supervisor's self-disclosure behaviors and how much they liked that supervisor. The results showed that both the perceived motivation for a supervisor's self-disclosure and how appropriate the employee perceived the self-disclosure to be predicted how much the employee liked their supervisor. This suggests that supervisors need to consider both their motivation for self-disclosing and whether the disclosure will be seen as appropriate by employees in order to build liking and positive relationships with employees.
Leadership Self-AssessmentLeadership is defined in many wa.docxsmile790243
Leadership Self-Assessment
Leadership is defined in many ways by many people. Some believe it can be learned, some believe it is innate or intuitive. The amount
of recent literature devoted to the theme of leadership is tremendous. When you examine the literature you will notice there are
endless opinions about what leadership is, how leaders are developed, the psychological factors associated with leadership, the traits
needed for effective leadership, the political aspects of leadership, and the unique elements of the academic environment.
Approaches to leadership are different in diverse situations and in various environments. Review the matrix below to see theories of
leadership and elements that make them different. The goal of the matrix is to assist you in understanding the various leadership
theories and the relationship between them.
Characteristics of Leadership Theories
Transactional Transformational Servant Charismatic Contingency Trait
Origin Burns, 1978 Burns, 1978 Greenleaf, 1970 House, 1976 Fiedler, 1964 Galton, 1869
Major Premise Leaders exchange
something with
followers to advance
both of their agendas.
Leader is interested in
developing followers to
their fullest potential.
Authority given
to followers.
Beliefs imparted
to followers.
To be effective, the
leader's style fits
the context of the
setting.
Leadership qualities are
genetic characteristics
of a family and passed
through generations.
Role of the
Leader
Rewards or disciplines. Motivates and inspires. Helps followers
achieve their
goals.
Role model for
beliefs imparted
to followers.
Is either task
motivated or
relationship
motivated.
Distinctive physical and
psychological
characteristics account
for leader effectiveness.
Role of the
Follower
Performs in exchange
for something.
Works for the greater
good of the group and
society in general.
Is empowered. Trust in the
leader's ideology.
Not applicable. Not defined.
Personality
Characteristics
of the Leader
Authoritarian,
negotiator, influential.
Charismatic,
inspirational, role model,
enabler.
Servant,
nurturer,
listener,
empathetic,
moral.
Self-confident,
dominant, role
model,
influential.
Varies depending
on the fit of the
setting.
Intelligence, strong
values, high level of
personal energy.
What Type of Leader Are You?
Your leadership style is your perception of how leadership should be. This self-assessment instrument will help you better
understand your own leadership style. Awareness of your style and recognition of the styles of others can help you more effectively
strategize how you perform your leadership duties and how you manage situations from a leadership position.
As you complete the survey, please keep in mind:
• There is no right or wrong answers.
• Nobody will judge you by your responses, but participating will provide you with an interesting foundation for future work in the
course.
• When you have completed the surve ...
This document is a project report on Total Quality Management (TQM) submitted for a Masters in Business Administration degree. It includes an acknowledgement, declaration, index, and profile of the company. The report discusses operationalizing the TQM concept, reviewing existing literature, limitations, objectives, research methodology, analysis, and recommendations. It analyzes factors affecting employee commitment through questionnaires. Most employees feel the organization is quality conscious but communication could improve. Recommendations include involving workers in management, recognizing performance, and defining roles.
A STUDY ON EMPLOYEE MORALE AT ELGI EQUIPMENT ELIMITEDksanjai333
Manufacturing concerns are currently stressing on the need for
efficient carrying sand forwarding (C&F) agents to manage their
warehousing and distribution to the consumers.
Though the warehouse in-charge, usually the manufacturer's
representative, is entrusted to look after the compliance and smooth
operations, it is the duty of the C&F agent to ensure unloading of the
material at the warehouse, proper storage and re-dispatching to final
consumers.
This document discusses strategies for retaining excellent staff in behavioral health organizations. It begins by outlining some key objectives: to learn what research says about staff retention, explore how this relates to one's own organization, and develop concrete strategies. Several retention studies and frameworks are then reviewed. Research shows that turnover rates can be high in behavioral health, and replacing staff is very costly. The most important factors for retention and productivity are the quality of relationships between staff and supervisors, and staff having opportunities to do meaningful work. Specific strategies are proposed, such as focusing on work-life balance, professional growth, strong relationships, and giving staff a sense that their work has purpose. The document emphasizes applying a retention mindset at all levels of an
This document is a dissertation submitted by Ashena M. Ramloutan to the University of KwaZulu-Natal in partial fulfillment of the requirements for a Master of Business Administration degree. The dissertation examines the relationship between organisational climate and employee job satisfaction in a government department. Specifically, it aims to assess the perceived organisational climate in the department, identify employee job satisfaction levels, compare employee and manager perceptions of climate, and determine which climate factors most impact satisfaction. A questionnaire was distributed to employees to collect data which was then analyzed. The study provides valuable insights for both the department studied and the literature on climate and satisfaction in the public sector.
This study examined the relationship between organizational culture, leadership behavior, and job satisfaction among nurses in two hospitals in Taiwan. A survey was administered to 300 nurses to assess dimensions of organizational culture, leadership behavior, and job satisfaction. Results found that organizational culture was positively correlated with leadership behavior and job satisfaction. Leadership behavior was also positively correlated with job satisfaction. The study concluded that organizational culture and leadership behavior influence job satisfaction, and organizations should focus on encouraging subordinates and accomplishing organizational missions.
Impact of motivational tools to increase organizational citizenship behavior ...Md Anas Mahmud
We work as a group to prepare our report. Our research title “impact of different organizational factors to increase organizational citizenship behavior activities among the employees on RMG sector in Bangladesh”
When started our research, many people interested to help. But later time, cost and other document face some problem. Like total employees, area wise factory etc. We analyzed what are the affect employees’ motivation. We see what the opportunities for improve employees’ motivation level and also follow factory controlling system. We also discuss how to clearly survey and improve employees’ happiness. At last we included some questions that the garments’ employees are asked this paper also include Research properly finish and submits time.
In leadership, reflection helps leaders to gather improved understanding of personal values, skills and knowledge which allows them to learn from their experience, adapt and respond more effectively to leadership challenges and perform enhanced leadership roles .
This study explored the difference between self-reported workplace happiness and the score calculated from comprehensive survey responses among 225 project managers. It found that self-reported happiness was higher than the score calculated from full survey, indicating potential cognitive biases. Further analysis showed that career perspectives and autonomy were negatively correlated with the difference between self-reported and full survey scores, suggesting they help alleviate overconfidence bias. The study provides insights into evaluating the validity and reliability of self-reported workplace happiness.
Please attach your SWOT AnalysisA SWOT (Strengths, Weaknesses, O.docxLacieKlineeb
Please attach your SWOT Analysis
A SWOT (Strengths, Weaknesses, Opportunities, and Threats) analysis is a strategic planning tool that can help a business to boost profits and productivity by understanding its competencies (strengths and weaknesses) as well as the competition. For this assignment, you must select one (1) of following;
Cheesecake Factory (
http://www.thecheesecakefactory.com/Links to an external site. ),
Starbucks (
https://www.starbucks.com)Links to an external site. or
Chipotle Mexican Grill (
http://www.chipotle.com/en-US/Default.aspx?type=defaultLinks to an external site. ),
Amazon (
https://www.amazon.com/)Links to an external site.and (
https://www.wholefoodsmarket.com/) Links to an external site.determine its competitive advantage. Be sure to identify the business you have chosen in your written paper.
Write a three (3) page paper in which you:
1. Identify one major competitor for your selected business and justify your explanation.
2. Explain the strengths and weaknesses and justify your explanation.
3. Identify one (1) way in which the business can utilize its strengths and minimize its weaknesses to be competitive. Explain why you believe this would be effective.
Your assignment must follow these formatting requirements:
·
Be typed, double spaced, using Times New Roman font (size 12), with one-inch margins on all sides; citations and references must follow APA or school-specific format.
·
Include a cover page containing the title of the assignment, the student’s name, the professor’s name, the course title, and the date. The cover page and the reference page
are not included in the required assignment page length.
See the attached videos for examples.
https://youtu.be/I_6AVRGLXGA
https://youtu.be/Ath_K1OuPzw
https://youtu.be/JXXHqM6RzZQ
BUSI 1301 Rubric
BUSI 1301 Rubric
Criteria
Ratings
Pts
This criterion is linked to a Learning Outcome/Organization: overall
50 pts
Well-planned and well-thought out. Includes title, introduction, statement of main idea, transitions and conclusion.
36 pts
Good overall organization, includes the main organizational tools.
24 pts
There is a sense of organization, although some of the organizational tools are used weakly or missing
0 pts
No sense of organization. Information is missing.
50 pts
This criterion is linked to a Learning Outcome/Organizations: paragraph
50 pts
All paragraphs have clear ideas, are supported with examples and have smooth transitions.
36 pts
Most paragraphs have clear ideas, are supported with some examples and have transitions.
24 pts
Some paragraphs have clear ideas, support from examples may be missing and transitions are weak.
0 pts
Paragraphs lack clear ideas.
50 pts
This criterion is linked to a Learning Outcome/Content
50 pts
Exceptionally well-presented and argued; ideas are detailed, wel.
This document provides an introduction to organizational behavior. It begins by outlining the learning objectives of understanding key OB concepts like defining OB, explaining the value of its systematic study, and identifying the contributions of behavioral science disciplines. Next, it describes the functions of managers and defines central OB terms. It then discusses the major challenges and opportunities managers face in applying OB concepts, such as managing workforce diversity and improving quality. Finally, it introduces a basic three-level OB model that examines individual, group, and organizational factors as independent variables that influence important dependent variables like productivity, absenteeism, and job satisfaction.
MKT 345 Module Four Short Paper Guidelines and Rubric O.docxraju957290
MKT 345 Module Four Short Paper Guidelines and Rubric
Overview: For this assignment, due in Module Four, you will submit a brief 1- to 2-page paper in which you first analyze the various stages of the consumer
buying process and then develop 8 to 10 survey questions that can be used when evaluating a purchase decision for a product. This assignment will help prepare
you for your Milestone Two presentation on the consumer buying process.
Prompt: First, read the article Consumer Buying Process and watch the video 7 Tips for Good Survey Questions. In a brief 1- to 2-page paper, address the
following:
Which stage of the consumer buying process do you believe leads most directly to a consumer’s purchase decision? Explain your reasoning.
How does an understanding of these stages help companies determine consumers’ different influences and motivations in making purchases?
Which survey questions should you ask in order to obtain the most important and relevant information for your selected market segment for the final
project? Include 8 to 10 sample questions.
How will the survey be administered? How will results be collected?
Justify your use of the survey: Why does the survey need to be conducted? What are you trying to answer with the survey? Be sure to discuss
demographic profiling and the type of scale used.
Cite from the article, the video, and other research to support your responses.
Specifically, the following critical element must be addressed:
I. Describe the stages of the consumer buying process that lead to a purchase decision and examine how an understanding of these stages informs a
company’s marketing campaign.
II. Create 8 to 10 survey questions that target a specific market segment for a consumer product, and describe how the survey will be conducted.
https://toughnickel.com/starting-business/Stages-of-the-Consumer-Buying-Process
https://www.youtube.com/watch?v=Iq_fhTuY1hw
Rubric
Guidelines for Submission: The short paper should follow these formatting guidelines: 1–2 pages in length, double spaced, 12-point Times New Roman font,
one-inch margins, and citations in APA style.
Critical Elements Exemplary (100%) Proficient (85%) Needs Improvement (55%) Not Evident (0%) Value
Stages of Consumer
Buying Process
Meets "Proficient" criteria and
description contains original
ideas that provide clear insight
into the stages of the
consumer buying process
Describes the stages of the
consumer buying process that
lead to a purchase decision and
examines how an
understanding of these stages
informs a company’s marketing
campaign
Describes the stages of the
consumer buying process that
lead to a purchase decision but
does not sufficiently explain
how an understanding of these
stages informs a company’s
marketing campaign
Does not describe the stages of
the consumer buying process
that lead to a purchase
decision
40
Survey Questions Meets "Pr ...
Organizational Systems and Structures
Analyzing Organizational Culture
As Edgar Schein points out in his seminal work Organizational Culture and Leadership, both the Egyptians and the Mayans built pyramids. It would be easy to make the assumption that the building of pyramids must have similar meaning. However, in some cultures, pyramids housed tombs, while in others, they were temples. Within each culture, the meaning of the pyramid was likely evident, but to an outsider’s eye, incorrect assumptions could be made rather easily.
Last week, you began to analyze an organization’s systems and structures as groundwork for promoting patient safety and health care quality. The culture of an organization is also critically important. Leader-managers must understand the nuances of an organization’s culture to effectively address organizational issues.
This week you examine the influence of culture on the organization, and on efforts to promote positive systems-level change.
In addition, this week you continue your evaluation of a health care organization and identify a quality improvement issue to inform development of your Course Project.
Learning Objectives
Students will:
· Analyze essential elements of organizational culture
· Evaluate the influence of organizational culture on achieving organizational goals
· Analyze strategies for aligning organizational culture with quality improvement initiatives
· Identify a quality improvement issue in a health care setting
Photo Credit: Robert Daly/OJO Images/Getty Images
Learning Resources
Note: To access this week's required library resources, please click on the link to the Course Readings List, found in the Course Materials section of your Syllabus.
Required Readings
Hickey, J. V., & Brosnan, C. A. (2017). Evaluation of health care quality in for DNPs (2nd ed.). New York, NY: Springer Publishing Company.
· Chapter 10, “Evaluation of Patient Care Standards, Guidelines, and Protocols” (pp. 207-226)
· Chapter 12, “Evaluating Populations and Population Health” (pp. 265-280)
Chapter 10 reviews methods for using national, local, and organizational standards to evaluate the quality of health care practices. Chapter 12 examines strategies for identifying quality issues through the evaluation of populations.
Sadeghi, S., Barzi, A., Mikhail, O., & Shabot, M. M. (2013). Integrating quality and strategy in health care organizations, Burlington, MA: Jones & Bartlett Publishers.
· Chapter 3, “General Concepts in Quality” (pp. 45–82)
See the six aims for quality proposed by the Institute of Medicine (IOM).
Bellot, J. (2011). Defining and assessing organizational culture. Nursing Forum, 46(1), 29–37.
Defining and assessing organizational culture by Bellot, J., in Nursing Forum, 46(1), 29–37. Copyright 2011 by John Wiley & Sons - Journals. Reprinted by permission of John Wiley & Sons - Journals via the Copyright Clearance Center.
Bellot reviews the definition of organizational cu ...
The document provides an overview of organisational behaviour including:
- Definitions of organisational behaviour focus on studying human behaviour within organizations and applying that knowledge to improve organizational effectiveness.
- The nature of organisational behaviour is that it is an interdisciplinary field that draws from psychology, sociology, and other disciplines to understand behaviour in organizational contexts.
- The scope of organisational behaviour includes understanding individual and group behaviour, as well as the impact of organizational structures, with the goal of enhancing organizational performance.
This document summarizes the findings of a longitudinal evaluation study of a work-based learning (WBL) program for nurses. Interviews with learners, managers, and academic facilitators found that WBL had positive impacts. For learners, it improved clinical practice, developed new skills like problem-solving and reflection, and increased confidence. Managers saw improved quality of care and more focus on patients. Facilitators learned how theory and practice integrate and informed curriculum changes. Key factors for successful WBL included motivated learners, manager support, and acknowledging its complexity.
Inb220 tt week 1 ch 1 intro and what is obBhupesh Shah
This document provides an agenda and overview for the first week of an organizational behavior course. It introduces the instructor, outlines course expectations, and reviews the topics to be covered in chapter 1, including an introduction to organizational behavior and its importance. Interactive learning methods like group work are emphasized. The document also outlines the textbook, evaluation methods, academic honesty policies, and weekly topics.
The document is a career portfolio submitted by a student for a career success strategies class. It includes the student's current goals of obtaining various business degrees and beginning executive training. It also outlines the student's work philosophy of having a strong work ethic, analyzing company policies, developing human resources skills, and finding innovative ways to improve efficiency. The portfolio then discusses the results of a DISC survey and stress processing report the student completed, identifying areas of strength and need for improvement. It interprets the survey and report findings and discusses growth from completing the exercises.
Similar to The Research Proposal The Role of Strategic Management and Le.docx (20)
Discuss three (3) ways that large organizations are increasingly eng.docxrhetttrevannion
Discuss three (3) ways that large organizations are increasingly engaging in social entrepreneurship and the importance of stakeholder relationships in this effort.
Describe the concept of ‘Third Sector’ innovation and reflect on the motive of non-profit entrepreneurial organizations to service these social needs. Next explain how the concept of uneven global distribution of innovation influences this sector. Provide examples to support your rationale.
I am adding a web link for you to review, here are a few web links on Social Entrepreneurship
1. From Forbes.com here is a list of several young social entrepreneurs.
http://www.forbes.com/special-report/2012/30-under-30/30-under-30_social.html
2.
From Stanford University:
Social Entrepreneurship: the case for Definition.
http://ssir.org/articles/entry/social_entrepreneurship_the_case_for_definition
.
Discuss this week’s objectives with your team sharing related rese.docxrhetttrevannion
Discuss
this week’s objectives with your team sharing related research, connections and applications made by individual team members.
Prepare
a 350- to 1,050- word Reflection from the learning that took place in your team forum with:
·
An introduction
·
A body that uses the objectives as headings (2.1, 2.2, 2.3, & 2.4 spelled out). After commenting on or defining the objectives (no names) include a couple of individual team member’s specific connections and/or applications by name.
·
A conclusion that highlights a few specifics from the body of the Reflection.
·
A reference page that lists the e-text plus at least two other sources.
.
Discuss theoretical considerations or assumptions relevant to yo.docxrhetttrevannion
Discuss theoretical considerations or assumptions relevant to your issue. To determine these, consider the research hypothesis you developed in earlier units. What theory or theories (e.g., social learning theory, critical theory, constructivism theory, human behavioral theory, network theory, routine activities theory, etc.) would help to explain the relationship you hypothesize exists between your independent and dependent variables?
.
Discuss theprinciple events of PROCESS AND THREAD used in both t.docxrhetttrevannion
Discuss the
principle events of PROCESS AND THREAD used in both the hosting OS and the OS management of the appropriate QUEUES. OS may only include Linux, Windows, Unix, ROS, RTOS, and Mainframe.
Initial Discussion - 300 words
2 Responses - each 250 words.
.
Discuss the Windows Registry System Hive1) What information.docxrhetttrevannion
The Windows Registry System Hive stores important system configuration settings and security incident information. Specifically, the System Hive retains logon events, user account changes, installed programs, network connections and security policy modifications. Forensic analysis of the System Hive can extract valuable evidence such as unauthorized logins, malware infections, and changes to user permissions that are critical for cybersecurity investigations.
Discuss the way the idea of heroism develops from Gilgamesh th.docxrhetttrevannion
Discuss the way the idea of heroism develops from
Gilgamesh
through
The Iliad
/
The Odyssey
, and
The Aeneid.
Focus your discussion of heroism in each text around both the connection between heroic action and divine will and the relationship between the hero and his people. THREE PARAGRAPHS
Compare the role of vengeance in
Agamemnon
,
Medea
, and
Beowulf
. In what ways does the avenger stand for justice? In what ways does the avenger pose a threat to the continuance of society? What does each text lead you to conclude about the viability of revenge in a civilized society? THREE PARAGRAPHS
Compare the depiction of love in
The Aeneid
,
Sir Gawain and the Green Knight
, and the Wife of Bath's Prologue and Tale. What place does love have in society in each text? What problems does it pose? How, if at all, are those problems resolved? THREE PARAGRAPHS
1 PAGE
.
Discuss the ways in which the history of the U.S. was presented in t.docxrhetttrevannion
Discuss the ways in which the history of the U.S. was presented in the stock certificate for the 1876 Centennial International Exhibition in Philadelphia by F. O. C. Darley and S. J. Ferris. Compare it with the overall narrative of nationhood contained in the early 19th century relief sculptures above the doorways in the Capitol Rotunda in Washington, D. C. Be sure to comment on the ways in which these images would have been influenced by the locations in which they were viewed.
200-300 words, work sited
.
Discuss the value of Lean Systems Engineering to systems develop.docxrhetttrevannion
Discuss the value of Lean Systems Engineering to systems development (1 – 2 pages).
This assignment will be graded on two factors: 1.) the degree to which the response depicts clear and comprehensive understanding of the topic/material (80 points); and 2.) the degree to which the response is well thought through and clearly articulated (20 points).
.
discuss the various pathways interest groups use to influence politi.docxrhetttrevannion
discuss the various pathways interest groups use to influence politics and policy in the U.S. Discuss three way interest groups influence government. What are these methods, how do they work, and why are they effective at influencing government.
discuss the three components of political parties. Discuss party-in-the-electorate, party organization, and party-in-government. Briefly describe who makes up each component and what each component does.
.
Discuss the various tools and techniques used by an HCO to incre.docxrhetttrevannion
An healthcare organization (HCO) uses various tools and techniques to increase logistical efficiency, such as measuring the capacity (throughput) of resources like x-ray equipment and exam rooms. Measuring capacity allows an HCO to understand utilization and support decision making about resource allocation and patient flow. (Dobrzykowski & Tarafdar, 2015)
Discuss the various means by which slaves resisted the slave system..docxrhetttrevannion
Discuss the various means by which slaves resisted the slave system. How widespread was such resistance? What were the most common and effective tactics? What does the prevalence of resistance reveal not only about slaves’ attitude toward slavery but also their ability to shape the conditions under which they lived and worked?
one page, doubled spaced, in Times New Roman font, with standard
1 inch margins on all sides
.
Discuss the typica l clinical presentation of the diagnosis , Hip Os.docxrhetttrevannion
Discuss the typica l clinical presentation of the diagnosis , Hip Osteoarthritis(OA), included possible therapeutic exercise treatment intervention, also recommendations for the management of the condition.
Introduction: First about OA and then write about Hip OA
Describe the pathophysiology of the diagnosis and the expected clinical presentation anticipated. If it varies, them describe common variations.
Discuss
etiology
and
demographics
related to the diagnosis(I.e., is this dx more common in men than women, what age, group ect)
Very important only use the articles provides, not citation work submitted via turnitin!!!!
.
Discuss the types of resources, tools, and methods that are availabl.docxrhetttrevannion
Discuss the types of resources, tools, and methods that are available to leaders for data collection and analysis, including organization assessments such as Baldrige, SWOT, and others. What techniques does your organization utilize to make decisions?
You can use US Navy for the organization.
.
Discuss the types of items that should be examined in a firewall log.docxrhetttrevannion
Discuss the types of items that should be examined in a firewall log:
a. IP addresses that are being rejected and dropped
b. Probes to ports that have no application services running on them
c. Source-routed packets
d. Suspicious outbound connections
e. Unsuccessful logins
.
Discuss the types of property, providing an example of each an.docxrhetttrevannion
Discuss the types of property, providing an example of each and why each falls into its classification.
Provide an instance of when you have seen eminent domain in action in your community. If you have not seen this situation, create an example of how this may occur.
.
Discuss the type of personality it takes to become a police officer..docxrhetttrevannion
Discuss the type of personality it takes to become a police officer. Why is this type of individual personality required for police work? What are the dangers to having this type of individual in police work?
Be sure to support your position with a very detailed explanation or a source citation.
.
Discuss the two major sources of crime statistics for the United Sta.docxrhetttrevannion
Discuss the two major sources of crime statistics for the United States. Uniform Crime Report (UCR), National Crime Victim Survey (NCVS), and the National Incident-Based Reporting System (NIBRS), including
but not limited to
: the Part I and II offenses, UCR terminology, how the UCR and NCVS collect crime data, types of information collected and not collected by the NCVS, accuracy issues with the UCR and NCVS, and the role and purpose of the NIBRS
.
Discuss the two most prominent theories related to the stage of adul.docxrhetttrevannion
Discuss the two most prominent theories related to the stage of adulthood: Erikson’s Stage of Generativity vs. Stagnation and Levinson’s Season’s of a Man’s Life. Describe how theory conceptualizes middle adulthood and explain the growth of development changes that occur during this stage. Using Figure 16.7 as your reference, describe the impact of daily hassles and daily uplifts on the midlife stage of adulthood. In your post, please address the role of stress and personal control on life satisfaction and happiness during midlife development.
.
Discuss the two elements required for the consent defense. In ad.docxrhetttrevannion
Discuss the two elements required for the consent defense. In addition, please identify three situations where consent can operate as a legal defense.
The paper must be 1-2 pages.
Use proper APA formatting and citations, including ‘in-text’ citations.
Reference at least 2 outside credible resources.
DUE SUNDAY MORNING STAND PACIFIC TIME
.
Discuss the Truth in Lending Act and what role it places in financia.docxrhetttrevannion
Discuss the Truth in Lending Act and what role it places in financial and regulatory reports requirements in regards to funds acquisition strategies. What are various important terms which must be disclosed and their meaning?
Rose, P.S., & Marquis, M.H., chap. 4, 17, & 21
Due Date:
7/13/2014 11:59:59 PM (5 Days)
Total Pts:
125
Points Earned:
n/a
Deliverable Length:
600-800 words
Assignment Type:
Individual Project
.
Strategies for Effective Upskilling is a presentation by Chinwendu Peace in a Your Skill Boost Masterclass organisation by the Excellence Foundation for South Sudan on 08th and 09th June 2024 from 1 PM to 3 PM on each day.
A workshop hosted by the South African Journal of Science aimed at postgraduate students and early career researchers with little or no experience in writing and publishing journal articles.
Physiology and chemistry of skin and pigmentation, hairs, scalp, lips and nail, Cleansing cream, Lotions, Face powders, Face packs, Lipsticks, Bath products, soaps and baby product,
Preparation and standardization of the following : Tonic, Bleaches, Dentifrices and Mouth washes & Tooth Pastes, Cosmetics for Nails.
How to Fix the Import Error in the Odoo 17Celine George
An import error occurs when a program fails to import a module or library, disrupting its execution. In languages like Python, this issue arises when the specified module cannot be found or accessed, hindering the program's functionality. Resolving import errors is crucial for maintaining smooth software operation and uninterrupted development processes.
The simplified electron and muon model, Oscillating Spacetime: The Foundation...RitikBhardwaj56
Discover the Simplified Electron and Muon Model: A New Wave-Based Approach to Understanding Particles delves into a groundbreaking theory that presents electrons and muons as rotating soliton waves within oscillating spacetime. Geared towards students, researchers, and science buffs, this book breaks down complex ideas into simple explanations. It covers topics such as electron waves, temporal dynamics, and the implications of this model on particle physics. With clear illustrations and easy-to-follow explanations, readers will gain a new outlook on the universe's fundamental nature.
हिंदी वर्णमाला पीपीटी, hindi alphabet PPT presentation, hindi varnamala PPT, Hindi Varnamala pdf, हिंदी स्वर, हिंदी व्यंजन, sikhiye hindi varnmala, dr. mulla adam ali, hindi language and literature, hindi alphabet with drawing, hindi alphabet pdf, hindi varnamala for childrens, hindi language, hindi varnamala practice for kids, https://www.drmullaadamali.com
A review of the growth of the Israel Genealogy Research Association Database Collection for the last 12 months. Our collection is now passed the 3 million mark and still growing. See which archives have contributed the most. See the different types of records we have, and which years have had records added. You can also see what we have for the future.
A Strategic Approach: GenAI in EducationPeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
Macroeconomics- Movie Location
This will be used as part of your Personal Professional Portfolio once graded.
Objective:
Prepare a presentation or a paper using research, basic comparative analysis, data organization and application of economic information. You will make an informed assessment of an economic climate outside of the United States to accomplish an entertainment industry objective.
This presentation was provided by Steph Pollock of The American Psychological Association’s Journals Program, and Damita Snow, of The American Society of Civil Engineers (ASCE), for the initial session of NISO's 2024 Training Series "DEIA in the Scholarly Landscape." Session One: 'Setting Expectations: a DEIA Primer,' was held June 6, 2024.
Pollock and Snow "DEIA in the Scholarly Landscape, Session One: Setting Expec...
The Research Proposal The Role of Strategic Management and Le.docx
1. 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
2. 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
3. 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
4. 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
5. List of Figures
Figure 1: The SWOT Metrix
...............................................................................................
.........34
Figure 2: Overview of Age
Groups....................................................................................
...........38
Figure 3: Amount of Supervisors and Managers
..........................................................................39
6. 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,
7. 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
8. 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
9. 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?
10. 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
11. 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:
12. 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
13. 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
14. 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
15. 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
16. 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.
Research Question 2:
·
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
17. 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.
Research Question 3:
·
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
18. 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.
Research Question 4:
·
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.
19. 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
20. 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
21. 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
22. "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.
23. 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.
24. 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
25. 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.
Comment by Bob Widner: Citation? Comment by Bob
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
26. 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
27. 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
28. 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
29. 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
30. 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
31. 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.
32. · 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
33. 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.
Comment by Bob Widner: Citation?
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
34. 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
35. 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.
Comment by Bob Widner: Citation? Comment by Bob
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
Strategic Management
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
36. 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
Strategic Management
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
37. 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.
Comment by Bob Widner: Citation?
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
38. 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
39. 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
40. 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
41. 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.
42. 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.
43. 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
44. 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
45. 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
46. 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
47. 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
48. 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.
Comment by Bob Widner: Citation? Comment by Bob
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
49. 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.
Comment by Bob Widner: Citation? Comment by Bob
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
50. 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
51. 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
52. 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).
53. 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
54. 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
55. 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
56. 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 #?
57. 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
58. 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