identify and critically evaluate a quantitative research article based on a soci
ID: 3127581 • Letter: I
Question
identify and critically evaluate a quantitative research article based on a social science topic. Your selected article must include a research question(s) and/or hypothesis(es) and utilize statistical analyses covered in the course. The article must be peer-reviewed and published within the last 10 years.
In the body of your critique, describe the statistical approaches used, the variables included, the hypothesis(es) proposed, and the interpretation of the results. In your conclusion, suggest other statistical approaches that could have been used and, if appropriate, suggest alternative interpretations of the results. This process will allow you to apply the concepts learned throughout the course in the interpretation of actual scientific research. Your critique must include the following sections:
Introduction: This section will include a general introduction of the quantitative study from a peer-reviewed source published within the last 10 years. The research questions and/or hypothesis(es) as well as the purpose of the study should be clearly defined.
Methods: Describe and evaluate the procedures and methods of data collection, measures/instruments used, the participants and how they were selected, and the statistical techniques used.
Results: In this section describe and critique the results presented in the study.
Discussion: Discuss and evaluate the efficacy of the results presented in the study. Address, the strengths, weaknesses, and limitations of the study, and suggest future research directions. Include additional forms of statistical analyses as part of the suggestions for future research.
Explanation / Answer
INTRODUCTION
The Quantitative Research is nothing but Statistical discription of data. It is scientific approach for four steps such that Collection of data, Presentation, Analysis using with some statistical tools and Inference.
Research topic : JOB ANALYSIS
Here we briefly eaplains that job analysis, job perormancem recruitment process, aims of the study, study nature and significamce of the study. Simply one can define the concept job analysis as the method of formative by examination, study and reporting pertinent information relation to the nature of a specific job. It is the determiantion of the tasks which comprise the job and of the skills, knowledge, abilities and responsibilities required of the worker of a successful performance and which differentiate one job from all others.
Applications of Job analysis comprises:
Organisation exploits the job details which, is obtained from Job Analysis to meet various organisational functions. The following areas are identified basically.
v Employees recruitment, selection and induction
v Orientation plans
v Performance management
v Job design
v Job evaluation
v Job succession planning
v Job descriptions
v Job enlargement
v Job classification
Why conduct a Job Analysis:
Job Analysis is conducted for numeral purposes. Researchers Prien and Ronan (1977), McCormick et al., (1979)1, Ash, and Levine (1980)2 have developed a list of the outputs of the subject job Analysis. Those are:
SPECIFIC AIMS:
The following aims are formulated for the literature review:-
The following aims are formulated for the empirical study:
The empirical study is quantitative by nature and is presented in the form of a descriptive correlation study.
Step – 1 Defining the population and sample
Step – 2 `Outlining the measurement of biographic variables
Step – 3 Describing the data gathering process
Step – 4 Formulation of hypothesis
Step – 5 Data analysis and interpretation along with graphs
Step – 6 Formulating conclusions
Step – 7 Detailing research limitations
Step – 8 Offering valid suggestions
Step – 9 Testing of hypothesis
Step – 10 `Reporting and interpreting research results.
Hypothesis 1: H01 No positive relation between Job Analysis and Job performance.
H1 Positive relation exists between Job Analysis and Job performance
Hypothesis 2: Ho2 Job Design is not related positively to Job Performance.
H2 Job design is related positively to Job performance.
Hypothesis 3: Ho3 no positive relation expected between Job Analysis and job performance.
H3 positive relation expected between Job Analysis and job performance
Hypothesis 4: H04 Job Security is not positively related to job performance.
H04 Job Security is positively related to job performance.
Hypothesis 5: H05 Job succession Planning is positively unrelated to job performance.
H5 Job succession Planning is positively related to job performance.
RESEARCH DESIGN
INTRODUCTION:
Under this sub heading researcher wants to submit rationalization of the research design which comprises Sample size, methods of data collection (Questionnaire, survey methods) etc., This subheading also explains the details regarding sample size, research model along with various variables like independent variables, dependent variables, etc.,
3.1. RESEARCH DESIGN:
Research design is a plan of action which can keep the researcher in track and which cannot allow the researcher to go out of the line. A good research design can helps to get valid findings, it mainly focus on planning and structuring of research programme.
Mouton & Marais, 1990 opinion that the concept of research design relating to formulation of the research problem, conceptualizing and action plan of the research, data collection methods, budget and time allocation and last but not least presenting the research report. With the above argued one can say that the scope of research design is very wide like a research programme.
The research will be carry on like a correlation study with a view to find concurrent validity between dependent and independent variables. Survey method of data collection is considered as the most suitable method in primary researches, as this study is relational for exploring the linkage among Job Analysis, Job Design (JD), Job Evaluation (JE), Job Security (JS), Job Succession Plan (JSP), with job performance. Finally this study aims at finding the impact of Job Analysis on Performance of the each job position in the selected organization.
The survey questionnaire contains total four sections. The first part of the questionnaire contains questions regarding demographic information like sex, age, education, total experience, service in this organization, job status, category of job, mode of employment. The second part of the questionnaire is capable enough to collect the data regarding job position and summary of the job responsibility. Third portion of the questionnaire dealt with the importance of the job analysis on a Likert scale. The last part of the questionnaire relating to the questions regarding Job Design (JD), Job Evaluation (JE), Job Security (JS), Job Succession Plan (JSP), with job performance.
The questionnaire was served in online to 100 employees who are working in various departments of the organization ranging from personnel to research department. Total 71 questionnaires were filled and came back for analysis. The results were entered for further analysis by using trail version of SPSS, and Regression Analysis.
Table 3.1
Demographics % (71)
Variables
Percentage (%)
Sex
Male
89.4
Female
10.6
Age
Below 25 years
21.0
25 – 35 years
48.0
35 - 45 years
15.7
45 and above
15.3
Education Qualification
Below intermediate
64.4
UG level
7.6
PG level
18.3
Technical
8.7
Job Status
Permanent
64.0
Ad hoc
31.0
Deputation
05.0
Badla employee
--
Job Category
Managerial
30.7
Technical
45.5
Any other
23.8
Mode of Appointment
Direct
66.8
Promotion
24.2
Deputation
09.0
Service in this organization
Below 2 years
26.8
2 – 5 years
55.7
Above 5 years
17.5
DATA ANALYSIS:
The collected data was analyzed by using descriptive statistical techniques with a view to have complete information regarding relevant variables. Descriptive statistics not helps to analyze the collected data but also to present the data to make the readers more comfortable. The following descriptive statistics by way of means, standard deviations were used for the purpose of research. Means give average response values where as standard deviation shows the variance of values far from the mean. The minimum and maximum standard deviation gives the answers given by the respondents. If the answer is same for all respondents, the standard deviation is zero.
Correlation analysis measures the relation between variables; the correlation range is from negative 1 to positive 1. The Karl Pearson’s Co-efficient of correlation is mostly used one. This can helps to know the existence and strength of the statistical relationship among variables. (Bailey, 1987, Cronbach, 1970 1 Gekoski, 1964; Kaplan & Saccuzzo, 2001). If r = +1 it shows the perfect correlation and vice versa.
3.3.1. REGRESSION ANALYSIS:
To measure the relationship between one dependent factor and many independent factors generally we use Regression analysis. It is commonly used method of statistical techniques which is available in Statistical Package for Social Sciences (SPSS) software to analyze in social sciences. It helps mainly to assess the statistical significances of the relationships, degree of confidence to identify that the true relationship is close to the expected relationship. In this research, the researcher used R, R squared, adjusted R squared, standard error to interpret the result. -1 or +1 will be the values of R , which is based on the strength of the relationship between dependent and independent variables.
3.4. STATISTICAL SIGNIFICANCE:
In this research a 5% level was selected to refer the risk of error in calculations by researcher. 5 percent means that there is a possibility of error of 5 out of 100 (Hinton, 2004) 2.
RESEARCH MODEL:
To measure the impact of Job Analysis on performance and to know the influence of other elements viz., Job Design, Job Evaluation, Job Security and Job Succession Planning. The following regression equations were used to identify the research model.
Equation A:
JP = A+ 1 X1+ 2 X2+U
Job Performance = Intercept + Coefficient (JA1) + Coefficient (JA2)
Equation B:
JP = A+ 3 X3+ U
Job Performance = Coefficient of (Job Design)
Equation C:
JP = A+ 4 X4+ U
Job Performance = Coefficient of (Job Evaluation)
Equation D:
JP = A+ 5 X5+ U
Job Performance = Coefficient of (Job Security)
Equation E:
JP = A+ 6 X6+ U
Job Performance = Coefficient of (Job Succession Planning)
VARIABLE MEASURES BY PRINCIPAL COMPONENT ANALYSIS:
The descriptive analysis of the research focused to identify the relationship between two phenomena, which are famously known as variables. These are mainly two types one is “antecedent Phenomenon” it is mainly relating to independent variables, on the other hand second one is “consequent phenomenon” which is mainly relating to dependent variables. The result of the Job Analysis, Job Design, Job Evaluation, Job Security and Job Succession Planning comes under the independent variables. Where as Job Performance is viewed as dependent variable in this report. Dependent variables are also called as extraneous variable as the considered statistically to determine their effect.
In this section descriptive statistics are presented regarding the sample selected from the pharma manufacturing unit. Descriptive statistics of collected data is presented in the following table No. 4.1, from mean to standard deviation. The mean values vary from 2.19 to 4.06, standard error varies from 0.021 to 0.089, whereas standard deviation is between 0.70 to 2.14. The range of median and mode is between 1.00 to 5.00.
Table No. 6.8
Descriptive statistics of all variables
JA 1 *(1)
JA 2
(2)
JD
(5)
JE
(2)
JS
(5)
JSP
(6)
JP
(6)
Mean
2.83
2.19
3.63
3.56
3.67
3.57
3.68
Std. Error of mean
0.04
0.09
0.03
0.04
0.02
0.03
0.03
Median
3.00
1.00
3.80
3.50
3.60
3.67
3.83
Mode
3.00
5.00
3.80
4.00
3.40
4.00
4.00
Std. Dev
1.00
2.14
0.71
0.86
0.59
0.66
0.65
Sum
201.125
155.25
257.57
252.44
260.35
253.64
261.6
Count
71.00
71.00
71.00
71.00
71.00
71.00
71.00
*the figures in the bracket explain the number of items under each variable
JA 1 Importance of Job Analysis
JA 2 Job Analysis conducted
JE Job Design
JE Job Evaluation
JS Job Security
JSP Job Succession Planning
JP Job Performance
For the purpose of testing research hypothesis and to know the relationship between variables understudy the researcher approached the correlation technique. Table No. 4.2 defects the correlation coefficients between the all variables ranging from Job Analysis, Job Design, Job Evaluation, Job Security, Job Succession Planning. While coming to the correlation coefficients the researcher followed the significant statistics suggested by Anstasi (1988), in which the p values of <=0.01 and <=0.05 were taken for the purpose of analysis and interpretation. As per Cohen (1988) the correlation coefficients of r=0.10 is treated as small effect size and r=0.50 as big effect size. Karl person’s coefficient of correlation was used to measure the strength association among the variables under study. It was found that there is significant relationship between Job Analysis and Job Performance. Further the Job Performance also significantly related to other independent variables viz., Job Design, Job Evaluation, Job Security, Job Succession Planning.
Table No. 6.9
Association between distinct variables by using Pearson Correlation Coefficient
1
2
3
4
5
6
7
JA 1
JA 2
JD
JE
JS
JSP
JP
1.00
0.063
0.142(**)
0.100(*)
0.125(**)
0.128(**)
0.193(**)
1.00
-0.52
0.159(**)
-0.052
0.135(**)
0.054
1.00
0.193(**)
0.455(**)
0.467(**)
0.528(**)
1.00
0.353(**)
0.407(**)
0.319(**)
1.00
0.612(**)
0.455(**)
1.00
0.557(**)
1.00
NOTE: ** correlation is significant at the 0.01 level * Correlation is significant at the 0.05 level
Discussion
The positive correlation of job analysis 1 with Job Analysis 2 was found r=0.06 (p<=0.01), Job Design r = 0.14 (p<=0.01), job evaluation r=0.10 (p<=0.05), job security r=0.12 (p<=0.01), Job Succession Planning r=0.03 (p<=0.01), Job Performance r=0.19 (p<=0.01) all are showing in small effect size without any negative correlation.
The positive correlation of job analysis 2 with Job Evaluation r=0.16 (p<=0.01), Job Succession Planning r=0.13 (p<=0.01), Job Performance r=0.05. All are showing in small effect size but Job design is showing negative correlation (-0.052) which indicates that in this organisation Job Analysis is not done on the basis of Job Design.
The positive correlation of job design was found with Job evaluation r=0.19 (p<=0.01), job security r=0.45 (p<=0.01), Job Succession Planning r=0.47 (p<=0.01), Job Performance r=0.53 (p<=0.01) all are showing in large effect size without any negative correlation.
The positive correlation of Job Evaluation was found with Job security r=0.35 (p<=0.01), Job Succession Planning r=0.40 (p<=0.01), Job Performance r=0.32. All are showing in large effect size but there is no negative correlation.
The correlation between job security and job succession planning is positive with r=0.14 (p<=0.01), job performance r=0.56 (p<=0.01) with high effect size and without any negative correlation.
The correlation between Job Succession Planning and Job Performance is positive r=0.55 (p<=0.01), with in highest effect zone, without any negative correlation.
It is evident from the above analysis that job performance is always depend on other independent variables but its effect quite high in case of job analysis. This also explains that if employee is more satisfied with the job, environment, job conditions, he may not leave the organisation and render the service for long. If it is the case his/her contribution for productivity is quite high. More performance of the employee is always promoting satisfaction towards the work. More satisfied employee becomes a loyal employee to the organisation with positive mind.
Regression analysis for independent variables: Job Analysis 1 and Job Analysis 2 with dependent variable Job Performance:
Analysis of variance
Correlation (R)
0.198
R – Squared
0.039
Adjusted R2
0.036
Std. Error of estimates
0.643
F(11.501) p=.000
E
B
Std. Error
t
p-value
Intercept
3.302
0.085
39.062
0.000
Job Analysis 1
0.191
0.125
0.027
4.614
0.000
Job Analysis 2
0.042
0.013
0.013
1.017
0.309
JP = A+ 1 X1+ 2 X2+U
JP = 0.191JA 1 + 0.042 JA 2
As per hypothesis of the research work, there is a positive effect of Job Analysis on Job Performance. As per the above table it is evident that the overall p-value is <0.001 for the variable JA1, which is emphasising the influence of Job analysis of performance of the job. In case of JA 2, it is not like that as regression coefficient is 0.042 which is less than the JA 1 (0.191), so one can conclude that as far effect is concerned the job analysis 1 cause an increase of 0.191 in performance with unit increase in Job Analysis. So the hypothesis was proved.
Regression analysis for independent variables: Job Design with dependent variable Job Performance.
TABLE
Analysis of variance
Correlation (R)
0.984
R – Squared
0.968
Adjusted R2
0.968
Std. Error of estimates
0.665
F(17406.547) p=.000
E
B
Std. Error
t
p-value
Intercept
Job Design
0.984
0.996
0.008
131.93
0.000
JP = A+ 3 X3+ U
JP = 0.984 JD
In this research the researcher assumed that there is positive relationship between job design and job performance. This is second hypothesis of the research. As per the above study the R-Squared is 0.968 percent of the total variance. As per p value (<0.001) it is showing that there is significant relationship between the two observed variables. A unit change in job design will cause nearly the same unit change in performance of that job. Hence the formulated hypothesis is proved in this case too.
Regression analysis for independent variables: Job Evaluation with the dependent variable Job Performance.
TABLE
Analysis of variance
Correlation (R)
0.970
R – Squared
0.941
Adjusted R2
0.941
Std. Error of estimates
0.909
F(9045.019) p=.000
E
B
Std. Error
t
p-value
Intercept
Job Evaluation
0.970
0.992
0.010
95.105
0.000
JP = A+ 4 X4+ U
JP = 0.970 JE
As per the predetermined hypothesis, there is a positive relationship between job evaluation and job performance. As per the above table the R –Squared is 0.970 percent of total variance. It is directly reporting that a unit change in Job Evaluation almost all brings one unit (0.970) change in performance of the job. The level of relation is very significant. And the hypothesis also proved with this analysis.
Regression analysis for independent variables: Job Security with the dependent variable Job Performance.
TABLE
Analysis of variance
Correlation (R)
0.985
R – Squared
0.970
Adjusted R2
0.970
Std. Error of estimates
0.651
F(18178.212) p=.000
E
B
Std. Error
t
p-value
Intercept
Job Security
0.985
0.992
0.007
134.82
0.000
JP = A+ 5 X5+ U
JP = 0.985 JS
It was hypothesized that both job security and job performance have positive relations. As per the table no. 4.6 it is evident that the adjusted R-Squared was found 0.970 which has a strong effect size. P-value model for overall performance is <0.001 is sole evident to disclose the strong effect of these two. A unit change in Job Security almost all increases the same unit change in Job Performance. The fourth hypothesis was also provided in this research.
Regression analysis for independent variables: Job Succession Planning with dependent variable Job Performance.
TABLE
Analysis of variance
Correlation (R)
0.986
R – Squared
0.972
Adjusted R2
0.972
Std. Error of estimates
0.628
F(19581.179) p=.000
E
B
Std. Error
t
p-value
Intercept
JSP
0.986
1.015
0.007
139.93
0.000
JP = A+ 6 X6+ U
JP = 0.986 JSP
It was hypothesized that both Job Succession Planning and job performance have positive relations. As per the table no. 4.7 it is evident that the adjusted R-Squared was found 0.986 which has a strong effect size. P-value model for overall performance is <0.001 is sole evident to disclose the strong effect of these two. A unit change in Job Succession Plan almost all increases the same unit change in Job Performance. The hypothesis was also provided in this research.
SUMMARY
In selected unit Expicor Pharma, Hyderabad, API the researcher tried to identify the relationship among the various dependent and independent variables like Job Analysis, Job Design, Job Evaluation, Job Security and JSP to the dependent variable Job Performance. For this the respondent previously explained the demographic profile of 71 respondents and along with graphs. Then the chapter contains the analysed facts. In order to know the relations the researcher adopted various statistical techniques like mean, mode, median, correlation, regression analysis etc.,
IMPACT OF THE CURRENT STUDY TO FUTURE GENERATION:
This study is the result of efforts of the researcher in Human Resource Practices in Expicor Pharma Pvt Ltd., Hyderabad to understand the key factors that can influence the performance of the employee. This study could contribute new avenues to future scholars in the areas of Job Analysis, Job Design, Job Structure, Job Succession Planning, Job Performance etc., it is also proved by the outcomes of this study, that there is significant influence of Job Analysis, Job Design, Job Structure, Job Succession Planning on Job Performance of the organization.
SUGGESTIONS OF THE STUDY:
The real worth or asset of the organization is not in building only in their human beings. These words are very prominent in human resource management. The company whose aim is productive and long term sustainability can go for job analysis. It should have a bird eye view on other elements which has direct impact on Job performance. Some other factors also there, whose contribute or promote the employee satisfaction. It is interesting to note that a motivated employee can add much to the organization than non-motivated.
On the basis of the results of this report the researcher can say that if any organization is unable to follow the concept of job analysis it can have the following problems. These are: 1) the employees loose their competence, skills, ability and knowledge. 2) It leads to low productivity of the organization. 3) It impacts the financial position of the organization. 4) It damages the employee morale.
CONCLUSION:
The practical operations of diverse human resource activities are discussed in this on line study in a Pharmaceutical Private Company in Andhra Pradesh state of India. It shows that human resource function is the most crucial function in entire organizational activities. Since, HRM is a known field under the concept of management, it is expected that several theories, models and tools have been developed to promote its manifestations. Out of many theories of human resource management, the study of job analysis got immense importance in modern days. The process of job analysis starts with the gathering information regarding tasks, jobs from employees, supervisors so as to make it effective and to make employees very comfort with organization policies, working conditions etc., In an increasingly competitive and turbulent market, organizations are largely dependent on their employees for success. The task of identifying right person to fill the vacant post is preceded by the concept of job analysis.
Potential workforce may be available in open market but the main task of the organization is to identify them to strengthen the human resources. Private organizations are not giving that much of priority to human resource practices, but it is essential in all sectors particularly in Pharma sector which is the key promoter of good health to the public.
Impact of job analysis on job performance reflects that job analysis is in reality a foundation of human resource practices and an imperative management practice to develop competitive advantage.
v Employees recruitment, selection and induction
v Orientation plans
v Performance management
v Job design
v Job evaluation
v Job succession planning
v Job descriptions
v Job enlargement
v Job classification
- Wage and salary administration
- Training and development programmes
- Management development
- Efficient and effective utilization of Human resources
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