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Chapter 2

The document outlines a research study that aims to investigate the relationship between human resource management practices and managerial effectiveness. It will examine this relationship through surveys and interviews of managers and HR professionals from various organizations. The study hypothesizes that effective HR practices will positively correlate with and predict higher managerial effectiveness. It will employ statistical analyses like regression and correlation to test these hypotheses and identify which specific HR practices most impact effectiveness. Qualitative analysis will provide deeper insights. The expected outcomes are recommendations to enhance leadership through optimizing HR interventions.

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Brialyn Jane Cagadas
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45 views4 pages

Chapter 2

The document outlines a research study that aims to investigate the relationship between human resource management practices and managerial effectiveness. It will examine this relationship through surveys and interviews of managers and HR professionals from various organizations. The study hypothesizes that effective HR practices will positively correlate with and predict higher managerial effectiveness. It will employ statistical analyses like regression and correlation to test these hypotheses and identify which specific HR practices most impact effectiveness. Qualitative analysis will provide deeper insights. The expected outcomes are recommendations to enhance leadership through optimizing HR interventions.

Uploaded by

Brialyn Jane Cagadas
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as DOCX, PDF, TXT or read online on Scribd
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Proposed Title of Research Interest:

“Human Resources Management Practices and the Effectiveness of Management: Lessons for
Leadership”

Area of Specialization/ Study:


Human Resource Management

Chapter 4: Research Methodology

Research Objective and Hypotheses:


Objective: To investigate the relationship between human resources management practices and
the effectiveness of management, aiming to derive lessons for leadership.
Hypotheses:
H1: There is a positive correlation between effective human resources management practices and
managerial effectiveness.
H2: Certain HR practices significantly impact managerial effectiveness.
H3: The effectiveness of HR practices varies across different organizational contexts.

Research Methodology:
Research Approach: Quantitative or Mixed-Methods
Data Collection: Surveys, Interviews, Document Analysis
Data Analysis: Statistical Analysis (e.g., regression analysis, correlation analysis), Qualitative
Coding (if applicable)

Sampling:
Population: Organizations across different sectors
Sampling Technique: Stratified Sampling or Cluster Sampling
Sample Size: Determined through power analysis to ensure adequate representation and
statistical power

Data Collection:
Primary Data: Gathered through surveys/questionnaires administered to managers and HR
professionals within selected organizations.
Secondary Data: HR records, organizational performance metrics, and existing literature on HR
management and leadership effectiveness.

Variables:
Independent Variable: Human resources management practices (e.g., recruitment, training,
performance appraisal)
Dependent Variable: Managerial effectiveness (e.g., leadership performance, employee
satisfaction, organizational performance)

Research Instruments:
Survey Questionnaire: Developed to measure perceptions of HR practices and managerial
effectiveness.
Interview Protocol: For in-depth exploration of HR practices and their impact on managerial
effectiveness.

Data Analysis Plan:


Quantitative Analysis: Statistical techniques such as regression analysis to assess the relationship
between HR practices and managerial effectiveness.
Qualitative Analysis: Thematic analysis of interview transcripts to provide deeper insights into
the mechanisms underlying the relationship.

Ethical Considerations:
 Ensuring confidentiality and anonymity of participants.
 Obtaining informed consent from participants.
 Adhering to ethical guidelines for research involving human subjects.

Limitations:
 Potential biases in self-reported data.
 Generalizability limitations due to sample selection.
Expected Outcomes:
 Identification of HR practices that significantly contribute to managerial effectiveness.
 Insights into the contextual factors influencing the effectiveness of HR practices.
 Recommendations for HR professionals and organizational leaders to enhance
managerial effectiveness through HR interventions.

Research Timeline:
 Planning Phase
 Data Collection Phase
 Data Analysis Phase
 Report Writing and Dissemination Phase

Budget:
 Allocation of resources for data collection, analysis, and dissemination activities.

Descriptive Statistics:
 Calculate descriptive statistics (mean, median, standard deviation, etc.) for variables
related to HR practices (e.g., recruitment, training, performance appraisal) and
managerial effectiveness (e.g., leadership performance ratings, employee satisfaction
scores).

Inferential Statistics:

Correlation Analysis:
 Use Pearson correlation coefficient or Spearman's rank correlation coefficient to assess
the strength and direction of the relationship between HR practices and managerial
effectiveness.
 Conduct separate correlation analyses for each HR practice and managerial effectiveness
metric.
Regression Analysis:
 Perform regression analysis to examine the predictive power of HR practices on
managerial effectiveness.
 Use multiple regression analysis if there are multiple HR practices influencing
managerial effectiveness, controlling for potential confounding variables.

ANOVA (Analysis of Variance):


 Employ ANOVA to determine if there are significant differences in managerial
effectiveness scores across different levels of HR practices (e.g., high vs. low recruitment
quality, extensive vs. minimal training programs).
 Consider conducting post-hoc tests (e.g., Tukey's HSD) to identify specific differences
between groups if ANOVA results are significant.

Chi-square Test:
 If certain HR practices are categorical (e.g., presence vs. absence of diversity training),
use the chi-square test to examine associations between these practices and managerial
effectiveness categories (e.g., effective vs. ineffective leadership).

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