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The researchers note in the article that many parts of this study are similar to previous studies done on this topic. Because of this, the assumptions made by the researchers should have been pretty much expected. Three of the four tested hypotheses turned out to be supported. Another was partially supported. The research questions were appropriate and the researchers did a good job of ensuring confidentiality. However, the survey questions themselves were not very original in that (as mentioned earlier) most of them were based on similar research. The four hypotheses or assumptions seemed like they were common sense and did not really need to be tested.
Another way to explore the research question might be to conduct a quantitative study as opposed to a qualitative one. The researchers themselves admit that this study used perceptual data. That is, it was conducted based on what the participants perceived and everyone could have a different perception of the issue. A quantitatively-based test might be difficult to perform because the questions and other aspects would need to be altered or changed completely. but, this would be for the researchers to figure out.
The study results did help to answer the question, but the study seems a bit useless since the four assumptions were common sense for most. Most people know or are aware that in a work environment, a manager's...
If a subordinate feels his job is at stake if he speaks his mind to an uncooperative manager, then chances are he will not do so unless he does not care if he loses his job. Also, it stands to reason that if a manager is receptive to new ideas from his employees that those high performing employees will speak up more than low performing employees (especially if ideas from the high performers serve to advance their careers). Those performing at the lower end of the scale probably don't care enough to contribute any ideas at all.
Instead of conducting studies on assumptions which are already obvious, the researchers could have done research on managers and their perceptions of how open they are to employee suggestions. Questions could be formulated to gauge whether or not the manager is in fact open and creates an environment that is conducive to employee input. This might cut down on some of the limitations of the study because the subordinates may not answer questions truthfully about their managers no matter how much confidentiality is ensured.
References
Detert, J and Burris, E 2007, 'Leadership behavior and employee voice: Is the door really open?' Academy of Management Journal, vol. 50, no. 4, pp. 869-884.
Career Preliminary Questionnaire It is in line with the advert that appeared in the national daily paper concerning the vacancy in your organization that I wish to express my wish to feel the advertised position. I strongly believe I have adequate skills that meet the threshold requirements for a financial advisor trainee in your organization. I have a bachelor's degree in Economics (Honors) from Queen's University-Kingston, Ontario. This implies my vast
leadership dynamics prior knowledge skills employees. What role leaders play managing/developing current skill level employees? Use resources. Scientific management (Taylorism) versus participatory management Scientific management was one of the earliest motivational theories of leadership developed in the 20th century. Scientific management arose in response to the needs of industrialization. Workers who had once been creative tradesmen were increasingly employed in industry. The founder of the theory of scientific management, Frederick Taylor,
The shift in the market macroenvironment engages these function for the strategic advantage of the organization. The Zack KM cycle and the Bukowitz and Williams KM Cycle are complementary by the fact that the Zack KM cycle can provide the information (external) to be utilized by the Bukowitz and Williams KM Cycle. Q4 Knowledge capture strategies The knowledge possessed by experts and employees could be tacit (Cairns, 2010) and can be captured using
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Abstract Countries all over the world are prone to face a broad range of emergencies that result from hazards of varying degree and scale, international consequences, and other complexities. Through experiencing these emergencies, a country’s political, social, economic, and public health are hugely impacted and can even lead to long-term consequences that can persist for years even after the occurrence of the emergency. The cause of the emergencies can be from
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