C11BU Research Philosophy and Practice Assignment Sample
RESEARCH PROPOSAL
Selecting the topic:
The topic selected for this research is– Impact of employee engagement and retention on organizational performance growth: The case of the retail industry
Employee engagement can be defined as a Human resource (HR) concept that states the level of dedication or enthusiasm that the employees tend to feel towards their jobs (Carter et al. 2018). Organizations around the world tend to rely on employees extensively due to the aspect of performances. Performances of the companies determine the overall growth of the company. Thus, creation of employee engagement is essential for achieving organizational success and procures long-term growth through the unique and diversified efforts of the employees.
Employee retention can be defined as organizational capability for preventing employee turnover in a certain period, either involuntarily or voluntarily. Employee retention can be seen to be having a direct impact on the organizational performances and growth. Thus, different organizations tend to adopt different strategies for retaining employees and procure the best efforts for organizational efficiencies (Khalid and Nawab, 2018).
Figure 1: Benefits of employee retention
Different benefits of employee retention can be viewed from the above figure, which can be brought forward through various strategies. Primarily, one of the most crucial aspects of retaining employees is through creation of a healthy working environment. Every individual employee wants to work in a certain organisation, which has a healthy working culture promoting a healthy work-life balance, directing towards enhanced mental well-being. Additionally, strategies like performance based reward systems, regular appraisals, recognition and others need to be presented for intriguing the employees to accelerate performances and earn benefits (Tirta and Enrika, 2020). With the assistance of these retention strategies and accumulation of appropriate leadership strategies, organisations can bring momentum in the working scenario for fulfilling its aim and objectives. However, apart from formulating strategies for employee retention, supervision on the performances need to be executed for understanding potential employees for rewarding purposes (Schneider et al. 2018).
Various influential factors can be noticed, which assist in increasing employee engagement of the companies. Primarily, motivational factors can be of great emphasis for driving employee engagement through attractive leadership styles, skill development training and others (Cooke et al. 2019). In recent times, after the emergence of Covid-19 pandemic, the factor of safety has extensively gained the attention of employees and the consumers. Thus, adoption of adequate safety measures in combination with various HRM strategies as mentioned can be a prominent and crucial factor for increasing employee engagement. These can assist in the engagement of employees and thereby support increasing employee retention and organisational performance growth.
Relevant literature
Keywords and rationale for choice
The keywords for this research include employee engagement, employee retention, organisational performance, business growth, leadership.
Employees can be regarded as one of the most crucial and essential assets of the companies, which needs to be nurtured appropriately for enhancing organisational performances. Through the efforts of the employees, core business goals and objectives of the companies can be fulfilled. Additionally, it needs to be said that without the employees’ engagement, executing operations in the company would be extensively critical (Yu et al. 2019). Successive employee engagement can ensure extended employee retention based on their performance improvement. In this respect to the research topic, the Deloitte employee engagement model is being considered to carry out successfully. This theory refers to creating a culture of a workplace, which is “irresistible” for the employees. The theory has five primary elements: “meaningful work”, “hands-on management”, “positive work environment”, “growth opportunity” and “trust in leadership” (Stoyanova and Iliev, 2017). Deloitte employee engagement model can be adopted by the retail companies for increasing employee engagement through the application of above five elements, for betterment of the companies’ performances and brand valuation. These aspects can ensure successful employee retention by actively engaging them that might have positive implications for an organisational performance growth.
These elements can be directly linked with employee engagement successfully. A flexible and diverse workplace is required along with a high impact learning culture that will offer employees with opportunities for the future (Lawanda et al. 2018). Additionally, leadership plays the most important role in HRM as inspiring them and motivating them will be the foremost step to keep employees engaged in the workplace and organisation.
List of literatures
| Stoyanova, T. and Iliev, I., 2017. Employee engagement factor for organizational excellence. International Journal of Business and Economic Sciences Applied Research (IJBESAR), 10(1), pp.23-29. | This journal has highlighted factors related to employee engagement for an organisational business growth and excellence |
| Yu, Q., Yen, D.A., Barnes, B.R. and Huang, Y.A., 2019. Enhancing firm performance through internal market orientation and employee organizational commitment. The International Journal of Human Resource Management, 30(6), pp.964-987. | This journal covers the attributes of employee commitment behind the growth of firm performance, which undoubtedly reflect their engagement |
| Tirta, A.H. and Enrika, A., 2020. Understanding the impact of reward and recognition, work life balance, on employee retention with job satisfaction as mediating variable on millennials in Indonesia. Journal of Business and Retail Management Research, 14(03). | This journal identifies valuable HRM strategies such as work life balance and others that can ensure employee engagement and retention |
Research question
Research questions are the primary task of constructing a research as it helps to foresee future perspective problems and challenges. The following research questions are being structured to appropriately complete the research study along with setting out a pathway efficiently:
- How is employee engagement linked with influencing organisational success?
- What are the ways through which Human resource management can retain their employees?
- What measures could be taken by the organisation to improve employee engagement?
- What are the programs that should be initiated by organisational HRM for better collaboration at the workplace?
Philosophical position and methodological orientation
Philosophical position and methodological orientation are being structured so that researchers will be able to comprehend the research topic successfully along with considering how the research study will succeed (Žukauskas et al. 2018). Research methodologies are the ways through which research investigators are able to contradict and even mitigate all the research questions structured during the research. In this relation, the entire research is being framed upon employee engagement and its influence on organisational performance. Therefore, in order to acquire most of the resources and to gain a valid insight of the research, Interpretivism research philosophy will be undertaken by the research investigator to gain knowledge about the social world along with understanding the loosely attached relationship of human’s actions (Al-Ababneh, 2020).
The research requires proper research approach and design to cooperate with the research philosophy for supporting the research scholar to come up with efficient research outcomes. Therefore, due to the ability of supporting new theories and offering researchers a flexible approach, an inductive research approach is being decided to implement for this research (Ligurgo et al. 2017). Additionally, in the context of research design, descriptive research design will be carried out as this design allows the researcher to research the background of the topic along with understanding the problem of the research. Furthermore, this descriptive design has the possibility to compare numerous different variables for attaining all possible information (Pradipta et al. 2018).
In order to support interpretivism philosophy, inductive approach and descriptive design, researchers have decided to carry out the entire research with a secondary way of collecting data. With the wide range of sources and information, the possibility of obtaining fruitful results will possibly increase (Aini et al. 2018). Therefore, considering online sources with authentic websites, journals, books, and even newspapers will help in understanding the present scenario of the organisations. Furthermore, in order to prove those collected information with actual statistics and graphs, secondary thematic analysis will be conducted along with generating numerous themes that will be addressing research questions and objectives (Kiger and Varpio, 2020).
Most importantly, ethical considerations are one of the most essential aspects of a research study. In respect to this, the following study will be undertaken with utmost sincerity to maintain its trustworthiness, transparency, reliability and credibility (Brown et al. 2020). Furthermore, all of the secondary sources will be provided with appropriate citations to respect the real content of the authors. All authentic websites will be taken so that there will be no possibility of any wrong information. All data will be kept safe in the University drive under password protection.
References
Aini, Q., Zaharuddin, Z. and Yuliana, Y., 2018. Compilation of Criteria for Types of Data Collection in Management of Research Methods. Aptisi Transactions On Management, 2(2), pp.97-103.
Al-Ababneh, M., 2020. Linking ontology, epistemology and research methodology. Science & Philosophy, 8(1), pp.75-91.
Brown, C., Spiro, J. and Quinton, S., 2020. The role of research ethics committees: Friend or foe in educational research? An exploratory study. British Educational Research Journal, 46(4), pp.747-769.
Cooke, D.K., Brant, K.K. and Woods, J.M., 2019. The role of public service motivation in employee work engagement: A test of the job demands-resources model. International Journal of Public Administration, 42(9), pp.765-775.
Carter, W.R., Nesbit, P.L., Badham, R.J., Parker, S.K. and Sung, L.K., 2018. The effects of employee engagement and self-efficacy on job performance: a longitudinal field study. The international journal of human resource management, 29(17), pp.2483-2502.
Khalid, K. and Nawab, S., 2018. Employee participation and employee retention in view of compensation. SAGE Open, 8(4), p.2158244018810067.
Kiger, M.E. and Varpio, L., 2020. Thematic analysis of qualitative data: AMEE Guide No. 131. Medical teacher, 42(8), pp.846-854.
Lawanda, N., Mohile, R. and Sagarika Datta, S., 2018. Gamification and employee engagement: Theoretical review on the role of HR. In International Conference on Digital Innovation: Meeting the Business Challenges (pp. 183-198).
Ligurgo, V., Philippette, T., Fastrez, P., Collard, A.S. and Jacques, J., 2017, September. A method combining deductive and inductive principles to define work-related digital media literacy competences. In European Conference on Information Literacy (pp. 245-254). Springer, Cham.
Pradipta, R.F., Ummah, U.S. and Dewantoro, D.A., 2018, September. Social Environment of Special Needs in Inclusive Primary School: A Descriptive Research with Phenomenology Approach. In 1st International Conference on Early Childhood and Primary Education (ECPE 2018) (pp. 181-184). Atlantis Press.
Schneider, B., Yost, A.B., Kropp, A., Kind, C. and Lam, H., 2018. Workforce engagement: What it is, what drives it, and why it matters for organizational performance. Journal of Organizational Behavior, 39(4), pp.462-480.
Stoyanova, T. and Iliev, I., 2017. Employee engagement factor for organizational excellence. International Journal of Business and Economic Sciences Applied Research (IJBESAR), 10(1), pp.23-29.
Tirta, A.H. and Enrika, A., 2020. Understanding the impact of reward and recognition, work life balance, on employee retention with job satisfaction as mediating variable on millennials in Indonesia. Journal of Business and Retail Management Research, 14(03).
Yu, Q., Yen, D.A., Barnes, B.R. and Huang, Y.A., 2019. Enhancing firm performance through internal market orientation and employee organizational commitment. The International Journal of Human Resource Management, 30(6), pp.964-987.
Žukauskas, P., Vveinhardt, J. and Andriukaitienė, R., 2018. Philosophy and paradigm of scientific research. Management Culture and Corporate Social Responsibility, 121.
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