Assignment Sample on Business Research Method
Section 1: Comparison of research methodologies
1.1. Research Problem
The study’s selected topic is Human Resources, and the investigation is going to evaluate significant research problems in Human Resources management (HRM) areas. Management of cross-cultural differences is a common problem observed in the Human Resources areas of international business due to geographic, social, political and cultural differences. As stated by Kassymova et al., (2019) the viewpoint of cross-cultural HRM depends on the differences in the national culture with respective values, timings, attitude influence and heritage.
Sometimes the international employees or workers do not understand the rituals or religious ideology of the national co-workers, which could lead to the disheartening of their beliefs, practices and values. Investigation of multiple cross-cultural issues in workplaces is necessary for supporting work engagement improvement and strong bonding of team members (Stević and Brkovic, 2020). In the international sector, Human Resources come with many emerging problems, including staffing and planning in the course. HRM’s significant challenges are the creation of relationships between the various teams across the nation with International Human Resources. Providing training and focus on employee’s remuneration process are important functional areas of HRM that helps companies in balancing employee’s retention and organizational capabilities.
1.2 Key readings of the topic
HRM needs to be suitable for the betterment of the business. Many elements can be considered as effective keystones for HRM. The main key points are:
Recruitment: The most crucial responsibility of HR is to recruit and select the best employee for the company. Different processes are used by HR for choosing the best person, such as reference checks, assessment tests, rounds of interviews and many more. HR may place pre-selection tools to distinguish the wheat from the chaff for selecting suitable candidates. As opined by Stević and Brkovic (2020) sometimes the employees do not know the global language because of the cross-cultural issue, which led them difficulty coping up. In this process of International Human Resource Management, sometimes it is difficult for HR to manage all these things due to the global geographical timing problem.
Management for the Performance: It can be considered one of the primary vital elements of Human Resource Management. Once onboard for the job, the employees have different sets of duties that should be taken care of by them. Usually, in this element, the employees or workers are given feedback for their presentation to achieve better performance. The company looks out at the employees’ performance annually, which entail reviewing, observing, planning, and rewarding them (Tyas and Naibaho, 2020). Good performance management is essential, but sometimes due to cross-cultural conflicts, it leads to the downfall of business and declination in the management process. Primarily, it happens in the international HRM system due to the miscommunication between the teams globally.
Development in the learning process: Learning and development is conducted by HR; it helps the struggling employees to make their performance better in definite areas. The Organizations have already forecasted the Learning & Development (L&D) process, which is then diffused among the workers, hierarchies, the future commanders and the members of high authorities (Gridneva et al., 2019). The major areas that need to be considered based on cross-cultural problems for the workplace’s learning process are the common interest and languages of the employees. Identification of the employees’ common grounds can help in uniting them for professional development and team roles.
Benefits and compensation: The other central key element of HRM is the compensation and benefits. The main objective of this element is referred to as employee retention. The equitable compensation in the organization helps the employees to get motivated. The balance can be differentiated into two halves; one is primary, and the other is secondary. Direct payment includes the monthly salary paid to the worker on their working basis, and sometimes it is spent based on their performance. Secondary compensation comprises rewards that are the supple working times, pensions, extra leaves, and the facility of company’s laptop, car and much more (Ozkeser, 2019). The goal of benefits and compensation is to reward the employees in different ways that motivate them in their workspace. Job satisfaction through flexibility, performances appreciable, formal appreciation and motivation are the major element required to encourage human capitals to contribute in organizational development in international marketplaces. The growth of business and profit leads the employee to retain and motivate employees through rewards or fair compensations for motivation.
Figure 1: Mind map
(Source: Tokar et al., 2019)
As shown in the figure 1, the research methods and instrument are closely related with each other that reflect on quality and standards of findings. Identification of appropriate data collection and analysis methods is necessary for justifying research questions and objectives.
1.3. Appropriate Research Method
The data collection method states integrity, gathered by the researcher and how data has been collected. The primary data collection method has been adopted to address the specific problems that allow learners to understand HR knowledge moreover, secondary methodologies associated with using available information from published and internet sources. Research works used multiple types of research methodologies based on the study’s research functional areas and objectives. From the considered literature, primary and secondary methods have been selected for critical analysis.
1.3.1. Process of applying
Application of primary methodologies
In the literature, the primary methodologies have been applied based on surveys and interviews. The survey process has focused on collecting employees’ views regarding the HR management process and their perspective towards employee retention. Besides, the interview process of primary methodology has been implemented by targeting multiple organizations’ managers for underlying insight into the HRM process (Baaij, 2013). A Cross-cultural perspective has been considered the primary methodology for identifying significant issues and problems organizations face in managing their human capitals.
Application of secondary methodologies
The secondary methodologies have been applied based on journals, annual reports, news articles, organisational websites, and blogs in the literature. According to Bell et al., (2018) the journal process has focused on collecting the author’s opinion on the HRM process and the perspective towards employee retention. Besides, reviewing different journals and blogs of secondary methodology has been implemented by targeting various organisations and industries for a better understanding of the HR process.
1.3.2. Process of deploying
In the literature, deploying was a survey, where the participant was required to answer the questionnaires based on cross-culture problems faced by the Human Resources. As cited by Chen et al., (2014) multiple questionnaires were distributed to the responders during the process and it has contributed to collecting information on Human Resources. However, the maximum questionnaire was filled based on individual perspective and submitted back for the analysis of the data to outline the findings. The returned responses represented the maximum response rate. This study used the questionnaire in English with scales from 1-4 for every question; they have marked the rankings according to their choices.
In the literature, deploying existing organisational websites, journals, news, blogs, and articles helps understand the impact outcomes from the employees and organisational performance. According to the view of Massaro et al., (2016) focus on determining the correlations and regression analysis of cross-culture HR in domestic and international organisations together. Understand the balance between the performance and efficiency with innovation and creative thinking in domestic and international companies affected by cross-cultural employees. As narrated by Iglesias et al., (2011), the finding shows a positive medium correlation between cross culture recruitment and selection. Also, employee outcome, training and development are correlated, although performance appraisal and employee outcome are also correlated. Correlations between rewards, compensation and employee outcome are positive, hence from the adequate data, the acceptable correlation between the cross-culture HRM and employee outcome is positive. It helps to understand the companies’ different hierarchy affected by cross-cultural human resource management (Highet, 2017).
1.3.3. Gaps
Gaps of primary methodologies
In the reviewed literature, multiple gaps have been observed in the primary methodologies due to limitations of research functions and data collection areas. Close research gaps faced during evaluation are new ideas, flaws such as problems with study design, and barriers by the certain limitations such as the applicability of study finding are constrained (Massaro et al., 2016). However, the resources also affected the research while conducting the study because HR policy stated their confidentiality. Such policies affected the resources and limited the survey and the interview question to be asked for better understanding.
According to the view of Newton (2016), the other significant gaps identified in the reviewed literature are time-consuming, high budget, and communication skills required. Time consumption is high as for the excellent resource gathering, and the researcher has to spend most of the time writing valid questionnaires and taking surveys. For the interview process, researchers have to fix the appropriate timing and place with the participant. High budget as they have to travel for the meeting and print the survey pamphlets which cost a lot of money. The interview and conversation with the survey participants require communication skills for gathering first-hand information on the research.
Gaps of secondary methodologies
Secondary research gaps faced during the evaluation were the quantitative researches inadequate for the study. The data’s authenticity is determined as the researcher has not been directly involved in the research process; hence, invalid data can affect the ongoing research outcomes in another direction. Sometimes, the existing data may not be appropriate for the ongoing research as the current data scenarios may differ from the ongoing investigation (Riana et al., 2020). Some of the data are exaggerated by personal bias and have to deal with irrelevant data before finding the final data required for the study. The data were less accurate and reliable as the sources are not appropriately regulated with time. The advisable case does not fulfil the requirement for the secondary research following the study. In some instances, consulting the right and accurate data sorting is difficult and time taking.
1.3.4 Pros and Cons
Pros of primary research: The advantage of primary research is collecting information from different cultures and enhancing the research areas. The first-hand experience helps connect with participants directly and helps understand the participant more conversing. The researcher can control the data sorting out the required information and discarding the irrelevant ones. As influenced by Riana et al., (2020) it helps determine the data in terms of being biased and whether authenticity can be trusted. It helps with the updated data gathering and without being worried about outdated data for the study. The researcher has full permission to design, select the analysing techniques, methods of collecting or develop the research available for the public use or selling the study even patent it (Ernestine et al., 2020).
Cons of primary research: Variation of answers from the surveys and interviews result in sorting out relevant information for the study. Also, the process is very time-consuming to understand the languages from the international HRM (Fisher et al., 2010).
Pros of secondary research: During the investigation, relevant existing data can be retrieved from the previous research data on cross-culture human resource. Results in quick gathering information and reduced the time efficiently with adequate resources for the research.
Cons of secondary research: The problem faced during the process was that the existing data was not specific as the requirement states for the study. Besides, the existing data were outdated for the current necessary.
Therefore, based on the analysis and evaluation of two different research methods in the reviewed literature, primary data collection methods have been considered for addressing the research problem. As influenced by Riana et al., (2020) consideration of primary methodology can help evaluate multiple dimensions of cross-cultural issues in the organisation’s HRM for developing strategic directions and market objects. Moreover, this process can improve organisational effectiveness by enhancing the flow of knowledge and influential team roles in multinational teams for availing maximum opportunities of competitive advantage.
1.3.5 Awareness of constraints and limitations
Constraints
The primary constraints derived from the methodology are that the cross-culture, human resource elements, and HR management strategy impacted the companies’ performance and even more impacted the international companies. The cross-culture also leads to cultural misunderstandings between the employees (Chen et al., 2008). There are various factors in the HR domain responsible for such as selection, job description, training, maintaining compensation system, monitoring the performance for employees’ appraisal and participation regarding cultural diversity of the employees. However, mainly a few of the factors impacted the most were selection, employee participation, and training in the company’s company performance and market performance.
Limitations
The significant limitations that have been derived from the methodology are the limited time to ensure the authenticity of data collected from the participants. The process of analysing the primary data was time taking as the research related to cross-culture, so the communication with the participants was troublesome (Ng and Coakes, 2013). Collecting the primary research information was expensive compared to secondary research due to travelling and printing cost. However, collecting preliminary data in some cases was complex and required commitment, due to which it is not feasible in some scenarios. The other limitation that has been derived from the study is lack of proper resources, unclear findings and peer-reviewed journals. This limitation can negatively influence the investigation process of HR aspects. Moreover, constraints associated with time and budget can affect the quality and standard of the study.
Section 2: Instruments and conclusion
2.1 Instrument
Human resource development is proposed to develop the organizations; the employees and the management take care of a massive responsibility towards it. In the modern time, with the help of industrial dynamism, new business and the development of modern technology, human resource development is facing various challenges. At the same time, the managerial and supervisory responsibilities of the executives and the employees play a significant role in this development. According to Guzman and Lewis (2020) every organization with its management always controls the development of the human resource departments for the growth of the organization. The major instruments which had to consider for the development of the survey questions are:
Close-ended questionnaire
Close-ended questionnaires are considered as an instrument in the study for designing the data collection process. The close-ended questionnaire is a type of survey questionnaire, which is limited to a set of questions that are easily coded with some number of symbols. The dichotomous questions such as beliefs and experiences based, ratio questions, multiple-choice questions fall in this category. Generally, the customer is not frank to answer about him in his own words, while the close-ended questionnaire is quicker and easier to reply to. In the words of Jaya et al., (2020) due to the paucity of time, the customers also want to answer in a quick method for better response, instead of writing a lot. Close-ended questionnaires reduce the irrelevant answers and ask for direct answers. The evaluation questionnaire of HR is measured by the researcher to test the value of evaluation questions.
MS excel
Another major research instrument considered in the study is MS excel for compelling various works along with data strategies. A lot of excel related works such as performance indicator, data analysis, attendance tracking, data management, logical functions and integrations are controlled by the organization. For the data analysis, some features are beneficial, such as filtering data. As stated by Gonzalez Ramirez et al., (2020), understanding all the charts in the dashboard, data summarization, filtering and sorting options are the key activities of MS excel in human resource development. For automated calculations, performance metrics, training and development metrics are used for the growth of human resource development.
Timeline
The development of this timeline is to maintain the deadline for the projects and follow the investigation sequences. Based on the timeline, all the assignments are managed by human resource development for the growth of the organization. As opined by Lewis Jr. (2020) a timeline helps the researcher to complete the research on time through which the research can also make her assignments. Research is always bounded in time frames, and the timeline perfectly visualizes the statement of complete and due tasks.
Justification
The major reason for designing the closed-ended questionnaire survey as the potential research instrument in the study is to demonstrate multiple dimensions of the HR management process based on the identified problem. As narrated by Dhanpat et al., (2020) the questionnaire has been designed by considering four demographics questions and six personal questions. Demographic questions are necessary for identifying the genders and annual income of the employee that has participated in the data collection process. In addition, it helps in representing the demographics rations of the findings to understanding functional areas and perspective of the study. The design of personal questions based on reviewed literature points on HR and associated problem areas. Development of questions by considering cross-cultural training and communication gap between multi-cultural teams is expected to develop potential solutions in the future.
2.2. Conclusion
Based on the research, it can be stated that the executives’ managerial responsibilities and the employees have a significant part in HRD (Human Resource Development). It has been analyzed that it becomes very challenging for HR to develop new industrial dynamics and the invention of new technologies. The instruments that are followed for the development of HR and its growth are a Close-ended questionnaire, ms-excel and timeline. It has been found that the close-ended questionnaire asks for the direct question to the customer, helping them to answer them in a straightforward and quick method to reply. Ms excel is the main element of the Human Resource Management process as attendance tracking, data analysis, and performance indicators are maintained. Timeline is another crucial point that helps to manage all the assignments for the growth of the organization.
The expectations for the close-ended questionnaire are limited, and it can help much for further investigation. As it is evident and precise in the question and answer, it may help solve the Cross-cultural issue. In this issue, different problems arise like the change in timing and language problem, but with a Close-ended Questionnaire, the matter will be solved quickly. As per my opinion, the rules and regulation need to be changed to upgrade the process and quality in the International Human Resource Management System.
For the betterment of the workspace, mainly the cultural issue in the International Human Resource Management System needs to be sorted as it lacks communication between the HR and the teams globally. It will help the HR team to recruit the best employee for the organization globally if the cultural issue is solved. Therefore, it can be stated that the focus in researching human resource issues is worthy for organizational capabilities development and increases opportunities for competitive advantages.
Section 3: Research and Dissemination
3.1. Relevance and Audience
Right audiences
The organizational employees are the right audience for implementing the potential findings from the human resource development research. In this modern era for academic study and professional practice, human resource development is considered a major area. Except for the manpower or the ability of the employees, no organization can grow. In terms of skills, attitudes and knowledge, the employees are competent and capable.
Justification
Employees are the right audiences because they are the key HR of an organization that contributes to strategic directions and marketing performances. The talented, responsible and motivated employees are the assets of the organization, whether it is small or huge. In various business operations, the management always asks for competent employees to perform various skills effectively. The key functions of any organization such as growing, excelling, stabilizing, services, product quality, behaviour are only possible through a strong manpower or competent employee. According to the view of Ernestine et al., (2020), in the case of non-profit organizations like educational institutes, hospitals and banks, need to improve their service quality, promptness in work culture and goodwill.
Sometimes, an unfavourable atmosphere is observed in the organization, such as non-cooperation, misunderstanding, jealousy, fear, which disrupts the rhythms of the organization. Due to the authoritative attitudes of the executives and the negligence of the employees, the organization suffers a lot. So, in any organization, whether profitable or non-profitable, strong manpower or competent, authentic, independent and creative employees are needed for the growth of the organization.
3.2. Communication Research
For disseminating the outcomes properly and more effectively, social media plays a significant role in any organization. The increasing popularity of social media in recent times enables a million citizens to share data, products and information, and it’s the way the organization bridges the connectivity with their customers. As opined by Ernestine et al., (2020), social media platforms can be used for increasing awareness regarding cross-cultural problems in business environments effectively. Social media creates an information-intensive atmosphere where the organization operates and always helps to make a strong relationship among the customers and the organizations.
For the development of the organization, competitiveness and survival management, effective communication plays an important role. Human Resource Management always helps to make a bridge between the void of organizational strategies and the employees’ performance. Through various activities such as conducting celebrations and events, the organization gives the opportunity for team building. Effective crisis communication can easily disrupt crisis management. International Organization of Employers could be partners in public organizations, NGOs, associations and industry for HRM and retention (Ioe-emp.org, 2021). Human resource development always tries to make the non-governmental organization understand the organization function with the behaviour. The management always bridges a gap between the behaviours of the organization through various profitable or non-profitable organizations.
Reference List
Baaij, M., 2013. An introduction to management consultancy. Sage.
Bell, E., Bryman, A. and Harley, B., 2018. Business research methods. Oxford university press.
Chen, A.H., Peng, N. and Hackley, C., 2008. Evaluating service marketing in airline industry and its influence on student passengers’ purchasing behavior using Taipei–London route as an example. Journal of Travel & Tourism Marketing, 25(2), pp.149-160. Available at: https://www.tandfonline.com/doi/abs/10.1080/10548400802402503 (Accessed: 1st April, 2021)
Chen, A.H., Peng, N. and Hung, K.P., 2014. Developing a Pet Owners’ Tourism Constraints Scale–the Constraints to Take Dogs to Tourism Activities. International Journal of Tourism Research, 16(4), pp.315-324. Available at: https://onlinelibrary.wiley.com/doi/abs/10.1002/jtr.1959 (Accessed: 1st April, 2021)
Dhanpat, N., Buthelezi, Z.P., Joe, M.R., Maphela, T.V. and Shongwe, N., 2020. Industry 4.0: The role of human resource professionals. SA Journal of Human Resource Management, 18, p.11. Available at: https://journals.co.za/doi/abs/10.4102/sajhrm.v18i0.1302 (Accessed: 1st April, 2021)
Ernsteins, R., Lagzdina, E., Kudrenickis, I. and Lontone-Ievina, A., 2020, May. MUNICIPAL COASTAL GOVERNANCE SYSTEM DEVELOPMENTS IN LATVIA: GOVERNANCE SEGMENTS, SECTORS AND INSTRUMENTS. In Economic Science for Rural Development Conference Proceedings (No. 54). Available at: http://www.esaf.llu.lv/sites/esaf/files/files/lapas/Krajums_Nr_54_07.07.2020.pdf#page=87 (Accessed: 1st April, 2021)
Fisher, C. and Buglear, J., 2010. Researching and writing a dissertation: An essential guide for business students. Pearson Education. Available at: (Accessed: 1st April, 2021)
González-Ramírez, R., Gascó, J.L. and Llopis, J., 2020. Information and communication technologies and Human Resources in hospitality and tourism. Available at: https://www.emerald.com/insight/content/doi/10.1108/IJCHM-04-2020-0272/full/html (Accessed: 1st April, 2021)
Guzman, A.L. and Lewis, S.C., 2020. Artificial intelligence and communication: A Human–Machine Communication research agenda. New Media & Society, 22(1), pp.70-86. Available at: https://journals.sagepub.com/doi/abs/10.1177/1461444819858691 (Accessed: 1st April, 2021)
Highet, K., 2017. How to do your Research Project: A Guide for Students in Education and Applied Social Sciences. Educate~, 17(1), pp.26-27. Available at: http://educatejournal.org/index.php/educate/article/viewFile/470/360 (Accessed: 1st April, 2021)
Iglesias, O., Singh, J.J., Casabayó, M., Hung, K.P., Chen, A.H., Peng, N., Hackley, C., Tiwsakul, R.A. and Chou, C.L., 2011. Antecedents of luxury brand purchase intention. Journal of Product & Brand Management. Available at: https://www.emerald.com/insight/content/doi/10.1108/10610421111166603/full/html (Accessed: 1st April, 2021)
Ioe-emp.org, 2021, A powerful and balance voice of business, Available at: https://www.ioe-emp.org/ [Accessed on: 31st March, 2021]
Jaya, P.E.J., Utama, M.S., Yasa, I.M. and Yuliarmi, N.N., 2020. Influence of the quality of Human Resources, communication information technology, and product mounting requirements on product performance. International Research Journal of Management, IT and Social Sciences, 7(3), pp.29-37. Available at: https://core.ac.uk/download/pdf/322567951.pdf (Accessed: 1st April, 2021)
Kassymova, G.К., Tokar, O.V., Tashcheva, A.I., Slepukhina, G.V., Gridneva, S.V., Bazhenova, N.G., Shpakovskaya, E. and Arpentieva, M.R., 2019. Impact of stress on creative Human Resources and psychological counseling in crises. International journal of education and information technologies, 13(1), pp.26-32. Available at: https://www.researchgate.net/profile/G_Kassymova/publication/331645870_Impact_of_stress_on_creative_human_resources_and_psychological_counseling_in_crises/links/5c860177299bf1268d4f9b84/Impact-of-stress-on-creative-human-resources-and-psychological-counseling-in-crises.pdf (Accessed: 1st April, 2021)
Lewis Jr, N.A., 2020. Open communication science: A primer on why and some recommendations for How. Communication Methods and Measures, 14(2), pp.71-82. Available at: https://www.tandfonline.com/doi/abs/10.1080/19312458.2019.1685660 (Accessed: 1st April, 2021)
Massaro, M., Dumay, J. and Guthrie, J., 2016. On the shoulders of giants: undertaking a structured literature review in accounting. Accounting, Auditing & Accountability Journal. Available at: https://www.emerald.com/insight/content/doi/10.1108/AAAJ-01-2015-1939/full/html (Accessed: 1st April, 2021)
Newton, R., 2016. Project Management Step by Step: How to plan and manage a highly successful project. Pearson UK.
Ng, W. and Coakes, E., 2013. Business research: Enjoy creating, developing and writing your business project. Kogan Page Publishers.
O’Mahoney, J. and Markham, C., 2013. Management consultancy. Oxford University Press.
Ozkeser, B., 2019. Impact of training on employee motivation in Human Resources management. Procedia Computer Science, 158, pp.802-810. Available at: https://www.sciencedirect.com/science/article/pii/S1877050919312876 (Accessed: 1st April, 2021)
Riana, I.G., Suparna, G., Suwandana, I.G.M., Kot, S. and Rajiani, I., 2020. Human resource management in promoting innovation and organizational performance. Problems and Perspectives in Management, 18(1), p.107. Available at: https://businessperspectives.org/images/pdf/applications/publishing/templates/article/assets/13112/PPM_2020_01_Riana.pdf (Accessed: 1st April, 2021)
Slack, R. and Munz, M., 2016. Intellectual capital reporting, leadership and strategic change. Journal of Applied Accounting Research. Available at: https://www.emerald.com/insight/content/doi/10.1108/JAAR-02-2014-0021/full/html (Accessed: 1st April, 2021)
Stević, Ž. and Brković, N., 2020. A novel integrated FUCOM-MARCOS model for evaluation of Human Resources in a transport company. Logistics, 4(1), p.4. Available at: https://www.mdpi.com/2305-6290/4/1/4 (Accessed: 1st April, 2021)
Sturdy, A., Clark, T., Handley, K. and Fincham, R., 2009. Management consultancy: Boundaries and knowledge in action. Oxford University Press on Demand.
Sukawati, N.N., Gunawan, I., Ubaidillah, E., Maulina, S. and Santoso, F.B., 2020, November. Human Resources Management in Basic Education Schools. In 2nd Early Childhood and Primary Childhood Education (ECPE 2020) (pp. 292-299). Atlantis Press. Available at: https://www.atlantis-press.com/proceedings/icite-20/125948688 (Accessed: 1st April, 2021)
Tambe, P., Cappelli, P. and Yakubovich, V., 2019. Artificial intelligence in Human Resources management: Challenges and a path forward. California Management Review, 61(4), pp.15-42. Available at: https://journals.sagepub.com/doi/abs/10.1177/0008125619867910 (Accessed: 1st April, 2021)
Tyas, E.H. and Naibaho, L., 2020. Building Superior Human Resources through Character Education. TEST Engineering & Management, 83, pp.11864-11873. Available at: http://repository.uki.ac.id/id/eprint/2871 (Accessed: 1st April, 2021)
Know more about UniqueSubmission’s other writing services:
