1. The word count required for this assignment does NOT include your reference list. The word count starts from the first word of your literature review until the last word of the ethical issues section.
2. Please use the template in the following section when writing your research proposal.
You will need to submit a proposal which:
- is your own work. Plagiarism OF ANY SORT and to any degree will be identified and will attract a failing mark and you may be subject to assessment offence / disciplinary procedures;
- is clearly structured, properly referenced using APA 7th Edition, written in third person, and in an academic style;
- refers to relevant academic theories, concepts, and published empirical work (i.e. found in academic journal papers);
- demonstrates an in-depth understanding of research methods.
Lectures, seminars and independent wider reading will help you understand and think about the different sections of the research proposal in more detail.
Your research proposal should be structured using the following template:
1. Title:
2. Research Questions:
1. To what extent do ICT organisations within an alliance set out to learn from each other?
2. How do ICT organisations share and learn from their collective experiences and the topics of that learning?
3. Literature Review (approx. 1000 words)
The literature review should help you decide what you want to research, and why.
Conclude your literature review by summarising the links between your literature review and your research questions.
Ensure you:
1. Provide a literature review that is relevant to your research idea
2. Identify the main theoretical concepts (in your chosen topic area)
3. Cover a range of academic sources (including recently published studies)
4. Use the review to present an argument for your own research
Your literature review is not looking to answer your research questions.
Please note: Citing just 3 sources from the Internet is not a literature review – you need to read and reference academic texts and journals. As a guide, aim for a minimum of 12 different academic sources.
5. Methodology / Methods / Sample:
The methodology will need to include three sections:
5.1. Methodology (approx. 250 words)
5.2. Research methods (approx. 250 words)
5.3. Sampling Strategy (approx. 250 words)
Please note: in all sections you need to justify your decisions and cite research method texts.
Methodology:
Your methodology should outline your overall approach and philosophical stance you will adopt (i.e. positivist or interpretivist?) and say why you have taken this approach.
Provide an overall introduction to the type of research you propose. Read about the differences between interpretivist and positivist approaches to research, and comment (if possible) on whether you feel your proposed research is more interpretivist or positivist. Is your research more inductive or deductive?
Research Methods: How do you propose to do your research, and why?
You should also describe the method(s) by which you are going to gather the data, and any potential problems (e.g. reliability?) with your selected method(s). Use research methods texts and explain why you are going to use the method(s) in relation to your research questions. Your research proposal will need to propose primary data collection unless you are studying economics in which case secondary data is accepted.
6. Ethical issues (approx. 250 words)
It is important you demonstrate an understanding of the ethical issues facing researchers – as a minimum you should indicate that you have read (you will need to reference) at least one ethical code of conduct. You should also cover issues of confidentially and anonymity. (hint: University of Portsmouth has an ethical code of conduct you could refer to. In addition, ethical issues are covered in research methods text books).
Please note: you should not attempt to research any subject involving children or vulnerable groups. Research on the National Health Service is also problematic, as you need to comply with NHS guidelines for researchers.
7. Timescale (over a 10-month period of time) and any resources required
Remember to be realistic and pragmatic. This proposal is for an undergraduate conducting this project as part of a final year project over 9 months (hint: September through to May).
The timescale and required resources need to be presented in a table of what you propose to do, month by month (hint: September through to May) and consider any resources you might need.
Referencing
Students must reference all sources using the APA 7th Edition (for the Business School). This information (and a link to the Library referencing resources https://library.port.ac.uk/referencing) is available to students in the Generic Module Information
The Impact of Employee Engagement on Motivation and Performance in the Workplace.
1. How does employee engagement influence motivation and performance in the workplace?
2. To what extent do different levels of employee engagement lead to different outcomes in terms of motivation and performance?
3. What are the primary elements that boost employee engagement levels at work, and how may these be promoted and preserved?
3. Literature Review
According to one definition, employee engagement is "a good, rewarding state of mind relating to work that is marked by vigour, dedication, and immersion." (Rahmadani et al., 2019). Engaged employees are motivated to work hard, contribute to the success of their organizations, and achieve their own goals (Bellini et al., 2022).
Employee engagement is defined as the emotional connection that an employee has with his organization as well as its goals, and can be influenced by various factors such as job satisfaction, sense of purpose and recognition. It is believed that when employees are engaged, they are more likely to be motivated, have higher job satisfaction and be more productive (Rahmadani et al., 2019).
3.2 Theoretical Frameworks for Understanding the Relationship between Engagement and Motivation
1. Job Demands-Resources Model- According to the Job Demands-Resources (JD-R) model, motivating work attributes like diversity, autonomy, and feedback can operate as resources to counteract the detrimental impacts of job demands on motivation and wellbeing (Bellini et al., 2022).
2. Self-Determination Theory- According to Self-Determination Theory (SDT; Ryan & Deci, 2020), fulfilling Engaging work environments that provide autonomy, relatedness and competence, satisfy fundamental psychological needs, which in turn boost motivation and wellbeing (Ryan & Deci, 2020). Higher levels of motivation are more likely to result from engaged workers experiencing these psychological requirements at work.
3.3 The Impact of Employee Engagement on Motivation
Research has consistently shown that employee engagement is positively related to motivation (Salmela-Aro & Upadyaya, 2018). The JD-R paradigm claims that motivating work attributes like diversity, autonomy, and feedback operate as resources to counteract the detrimental impacts of job demands on motivation and wellbeing (Bellini et al., 2022). According to SDT, meeting fundamental psychological needs facilitates the creation of stimulating work environments that provide autonomy, relatedness, and competence, which in turn boosts motivation and wellbeing (Ryan & Deci, 2020). Engaged employees are more likely to experience these psychological needs in the workplace, leading to higher levels of motivation and performance.
Numerous studies have looked into how employee involvement affects drive and productivity. Employee engagement, for instance, was discovered to be closely related to work performance, job satisfaction, and motivation in a study by Ahmed et al. (n.d.). Additionally, according to a study by Donaldson et al. (2019), employee engagement was linked to higher levels of motivation and job satisfaction, both of which were related to better job performance.
Previous research has explored the connection between employee engagement and motivation in a variety of contexts. For instance, a study by Jones (2018) looked at the connection between employee motivation, engagement, and performance in the hospitality sector. According to the study, motivation and performance were positively impacted by employee involvement, and the two were interconnected. According to the study's findings, managers should concentrate on creating an atmosphere that fosters employee engagement in order to support higher levels of motivation and better performance.
3.4 The Impact of Employee Engagement on Performance
Transformational leadership has been found as a significant component impacting employee engagement and motivation in addition to the JD-R model and SDT (Ariyani & Hidayati, 2018). By encouraging subordinates to attain their full potential and fostering a sense of meaning and purpose in their work, transformational leaders inspire and motivate their teams (Amor et al., 2020). According to studies, transformative leadership and employee engagement are favourably correlated (Amor et al., 2020). and that the link between transformative leadership and performance results is mediated by employee engagement (Ariyani & Hidayati, 2018).
There has also been a great deal of research done on how employee engagement affects performance at work. Employee engagement is positively correlated with a number of performance outcomes, including productivity, job quality, customer happiness, and profitability, according to research (Salmela-Aro & Upadyaya, 2018). Additionally, the Job Features Theory by Hackman and Oldham (1980) contends that engaging work characteristics including skill variety, task identity, and autonomy are crucial for excellent performance. These traits are more prevalent in the workplaces of engaged employees, which improves performance (Tang & Do, 2019).
Recent research has started to investigate how employee engagement affects organisational outcomes like innovation, creativity, and group efficacy. For instance, Park (2020) discovered that motivated workers are more likely to participate in original thought and problem-solving. Similarly, Donohoo (2018) demonstrated that employee engagement is positively related to collective efficacy, which is the shared belief among employees that their collective actions can have a positive impact on their organization. These findings suggest that employee engagement can have far-reaching effects on organizational outcomes.
According to the literature, a number of characteristics help to foster high levels of employee engagement at work. These include supportive and challenging work environments, clear communication and feedback, opportunities for growth and development, and a positive work culture (Bellini et al., 2022). Transformational leadership also plays a critical role in fostering employee engagement (Ariyani & Hidayati, 2018). By providing vision, inspiration, and support, transformational leaders create a sense of purpose and meaning in work, which can enhance employee engagement (Amor et al., 2020).
According to Amor et al. (2020), Key Factors that Influence Employee Engagement are
1. Autonomy: Employee engagement is higher when they have the freedom to decide for themselves and take responsibility for their work. Having the ability to complete their task in their own way gives them a sense of purpose and achievement.
2. Communication: Effective communication is essential for building relationships and fostering engagement. When leaders openly communicate expectations and provide feedback, employees are more likely to feel connected and valued.
3. Recognition: Receiving recognition for a job well done is one of the most powerful motivators for employee engagement. By acknowledging and celebrating employees’ successes, organizations can create a culture of appreciation and recognition.
4.1 Methodology
The proposed study will use a positivist stance in order to evaluate the connections between employee motivation, engagement, and performance in a methodical and unbiased way. The fundamental tenet of positivist research is that there is a single, objective reality that can be looked at and objectively measured (Busetto et al., 2020). The suggested research will include gathering and analysing numerical data to test hypotheses and assess the strength of the associations between the relevant variables, hence this methodology is well suited for the task.
In terms of research design, the proposed study will be deductive in nature, as it will involve testing pre-existing theories and hypotheses about the relationships between employee engagement, motivation, and performance.
The research methods used to gather data for this project will include surveys and interviews. The survey will focus on the employee's perception of their engagement and motivation, and the interview will focus on the supervisors and managers' perception of employees' engagement, motivation and performance. Additionally, data from the organization's performance review and records will be used to measure employee performance.
The performance evaluation and records will be used to compare the employee's performance before and after engagement activities, and to identify trends, connections, and correlations between employee engagement, motivation, and performance, the survey and interview data will be used. The study's findings will be examined and analysed in light of pertinent literature and the proposed hypothesis in order to determine the impact of employee involvement on motivation and performance at work.
4.2 Research Methods
The proposed research will involve collecting data from a sample of employees using a self-report survey. The survey will include measures of employee engagement, motivation, and performance, as well as demographic and organizational variables. The survey will be administered online, and participants will be recruited through email invitations sent to employees of a large organization.
The research will employ both quantitative and qualitative data collection methods. This will include an online survey, structured interviews and focus groups. The survey and interview questions will cover topics related to employee engagement, motivation, and performance. This will allow the research to capture detailed information from the participants.
Utilizing methods like statistical analysis, content analysis, and thematic analysis, the data gathered will be analysed. This will make it possible for the study to make relevant deductions about how employee involvement affects drive and productivity at work.
The survey method is advantageous for this study in a number of ways. It makes it possible to get data from a lot of people in a short amount of time at a reasonably low cost when compared to other data collection methods (Busetto et al., 2020). However, there are also some potential limitations to consider. One potential concern is the reliability of self-report measures, as respondents may not accurately report their thoughts, feelings, and behaviors (Busetto et al., 2020). To address this issue, the survey will include multiple measures of each construct to increase reliability.
4.3 Sampling Strategy
The purpose of this research proposal is to examine how employee involvement affects workplace motivation and productivity. The research will focus on a sample of employees from various organizations across different industries. The sample will include a mix of employees from both large and small businesses.
Convenience sampling, a non-probability sampling technique, will be used to choose the sample. A non-probability sampling strategy known as convenience sampling involves choosing individuals from the community who are accessible or most readily available. When a researcher has to swiftly get data from a sample of the population but does not have access to the complete population, they utilise this technique. When a researcher has to swiftly gather data from a sample of the population or when they have a limited amount of time or resources to work with, they frequently employ this strategy.
This will include selecting participants from a variety of sources, including employee surveys and interviews. The sample size will consist of a minimum of 100 employees; however, the overall number may be higher depending on the responses received.
As this research aims to explore the links between employee engagement, motivation, and performance in a single firm, the use of convenience sampling is acceptable. By selecting a sample of employees from this organization, it will be possible to control for organizational variables that may influence these relationships. It's crucial to understand, though, that the study's findings might not apply to other organisations or groups.
5. Ethical Considerations
The ethical code of conduct of the University of Portsmouth states that “all research involving human participants must be conducted in accordance with the principles of the Helsinki Declaration (1981, amended in 2000 and 2008)” (University of Portsmouth, 2018). This The Declaration defines the moral guidelines for using human beings in medical research, which include
1. Informed consent will be obtained from all participants before they complete the survey or participate in the interviews. The volunteers will be given the chance to ask questions and seek clarification after being fully informed of the study's objective, procedures, potential dangers, and benefits.
2. The confidentiality and anonymity of the participants will be strictly maintained. The information will be collected and stored securely, and only the study team will have access to it. The data will be cleaned of any identifiable information, such as names and contact information.
3. It will be made known to participants that they have the freedom to leave the study at any time and without consequence. Students will also have the option of skipping any questions they don't wish to answer.
4. In order to minimize any potential harm to participants, the survey questions will be carefully developed and pretested to ensure that they are clear and unambiguous. Additionally, precautions will be made to guarantee the participants' identity and confidentiality, such as utilising a pseudonym for all responses.
6. Timescale
7. References:
Ahmed, A., Riaz, Z., Zulfiqar, M., Aslam, M. S., & Awan, T. H. Effects of Leadership Style and Corporate Social Responsibility on Employee Retention: The role of Organizational Identification and Employee job satisfaction.
Amor, A. M., Vázquez, J. P. A., & Faíña, J. A. (2020). Transformational leadership and work engagement: Exploring the mediating role of structural empowerment. European Management Journal, 38(1), 169-178.
Ariyani, N., & Hidayati, S. (2018). Influence of transformational leadership and work engagement on innovative behavior. Etikonomi, 17(2), 275-284.
Bellini, D., Barbieri, B., Barattucci, M., Mascia, M. L., & Ramaci, T. (2022). The Role of a Restorative Resource in the Academic Context in Improving Intrinsic and Extrinsic Motivation and Flow within the Job Demands–Resources Model. International Journal of Environmental Research and Public Health, 19(22), 15263.
Busetto, L., Wick, W., & Gumbinger, C. (2020). How to use and assess qualitative research methods. Neurological Research and practice, 2(1), 1-10.
Donaldson, S. I., Lee, J. Y., & Donaldson, S. I. (2019). Evaluating positive psychology interventions at work: A systematic review and meta-analysis. International Journal of Applied Positive Psychology, 4(3), 113-134.
Donohoo, J., Hattie, J., & Eells, R. (2018). The power of collective efficacy. Educational Leadership, 75(6), 40-44.
Jones, R. L. (2018). The relationship of employee engagement and employee job satisfaction to organizational commitment (Doctoral dissertation, Walden University).
Park, Y., Lim, D. H., Kim, W., & Kang, H. (2020). Organizational support and adaptive performance: The revolving structural relationships between job crafting, work engagement, and adaptive performance. Sustainability, 12(12), 4872.
Rahmadani, V. G., Schaufeli, W. B., Ivanova, T. Y., & Osin, E. N. (2019). Basic psychological need satisfaction mediates the relationship between engaging leadership and work engagement: A cross‐national study. Human Resource Development Quarterly, 30(4), 453-471.
Ryan, R. M., & Deci, E. L. (2020). Intrinsic and extrinsic motivation from a self-determination theory perspective: Definitions, theory, practices, and future directions. Contemporary educational psychology, 61, 101860.
Salmela-Aro, K., & Upadyaya, K. (2018). Role of demands-resources in work engagement and burnout in different career stages. Journal of Vocational Behavior, 108, 190-200.
Tang, D. S., & Do, D. T. (2019). The Impact of Work Characteristics on Bank Employees’ Motivation in Hanoi: Application of Job Characteristics’ Theory of Hackman and Oldham (1980). European J. Busin. Manage, 11, 27.
University of Portsmouth. (2018). Research Ethics. Retrieved from http://www.port.ac.uk/research-ethics/
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