mm bagali...... mba...... research......management......hrm......hrd........

1. Designing a Research Methodology in Management Research:
An Empirical work experience in Employee Empowerment
M M Bagali, PhD
Professor of Strategic HRM,
Head, Research in Management,
Jain University CMS Business School campus,
JPnagar, 6th
phase, Bangalore - 560078, India
mm.bagali@jainuniversity.ac.in; sanbagsanbag@rediffmail.com
Executive Note: Research and research work requires meticulous crafting the methodology
and enquiry areas, per se. The present paper shares the Research methodology design of an
empirical work undertaken in the area of EMPLOYEE EMPOWERMENT. The paper can be
benchmarked while undertaking a work in Management research, and the various steps that
makes Good methodology chapter.
Introduction:
We are presently living in a time of complex and seemingly insurmountable
challenges in all spheres of our collective lives. A whole gamut of leadership crisis is evident
in our organizations and business. From all areas of our society and from the World at large,
we do hear about crisis of ineffective structures and relationships. The workplace has become
more challenging. The workforce of today is experiencing more uncertainty and requires
business organizations to adopt different strategy to deal with newer and more challenging
issues. It is needless to say that Human. Resources forms major component for organizational
survival. In face of all these happenings, we are called upon to rethink and renew our
relationships in our organizations and our way of developing and managing human resources.
We must find ways to create together new and positive vision of the future. We must be
empowered to pursue our higher common purposes. Our future quality of life depends on our
sincere efforts in attaining the set goals.
Similarly, most organizations have a number of employees who believe that they are
dependent on others and that their own efforts will have little impact on performance. In fact,
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2. almost every society has within it some minority groups that feel incapable of controlling
their own destiny. Self-efficacy is the conviction among people that they can successfully
perform their jobs and make meaningful contribution and powerlessness contributes to
frustrating experience of low self-efficacy. Problems with self-efficiency are often caused by
major organizational changes that are beyond the employee’s control and create barriers and
problems such as having to work under an authoritarian leader, rigid policy’s, unethical
management ethos and within a restricted work system that fails to reinforce competence and
innovation in a job.
But one thing is clear that now more than ever before, we need policies, systems and
strategies which will provoke, guides, inspire, mobilize and above all, empower all of us to
rise to the challenges we face. With thousands of our major organizations facing global
challenges and some even unable to cope and manage to the extent needed, it is little wonder
that anxiety about future will be much wide spread in our country in the days to come. At this
particular time in history, we must develop a clear understanding of nation’s challenges in
managing organizations, work force and developing human resources to face all these
unforeseen challenges and demands. We need to develop deeper comprehensive practices in
managing and enhancing human force to the standards on par with global company’s. The
importance of developing and managing human resources becomes vital sources of enquiry,
as we seek to respond to these complex challenges most acutely and even the question of
very survival. Corporate Renaissance is now mandatory for organizational success and an
additional driving change force coming from within the organization.
Empowerment and empowering employees change all the equations for better growth
and development. It changes the key structures of all relationships that exist...power
relationship, work relationship, trust and faith relationship, delegated and shared
responsibility relationship and the very premises towards human resources development and
management. The empowering policy and leadership role is to show trust, provide vision,
remove performance-blocking barriers, offer freedom and encourage activities to perform
without any boundaries. Indeed, the empowered organization as a whole is something, which
focuses high at "HUMAN" and looks human resources as a prime asset of organization.
What is this paradigm shift towards empowerment all about? How different is it from other
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3. organizations? Is empowerment something that has to be given? The present study tries to
examine this big gap between performing organization and others, and that it is only because
of the innovative work-place systems, practices, approach and policy adopted for human
resource development & management that makes top performing companies different. Thus,
the enquiry into employee empowerment and its after-math benefits in over all growth and
development of organization and the work force, per se.
Research Design:
The focus of the study is to understand why and what makes top performing
companies different and what are the innovative and unique strategies adopted in creating a
global standard organization. It was therefore, decided to use explorative and descriptive
design, which befits into the pattern of investigation. The study also understood and fleshed
out to explain the technical and commercial context within which the firm operated in terms
of environmental certainty-uncertainty, stability and resource munificence. The study also
looked at the timeline described for the change process that the firm went through (if that is
what occurred), or was the firm set-up to be empowered from the beginning. It was also to
understand what things changed early, what things changed later and how well did they
triangulate? The current practices of developing and managing human resources were
explored and a description of all these practices was analyzed through appropriate
questionnaire and schedule, including verbatim recording of the responses, per se.
Objectives:
The investigation is an empirical research work undertaken to understand how a
model company can be created with innovative workplace programme and policies. It was
also intended to understand the impact of such innovative practices on empowerment and
how such processes could change the very face of the organization and help it remain at the
top of the business. An effort was made to understand all that contributed to empowerment--
the systems, practices, policy or the leadership. The study also tried to differentiate between
the various human resource strategies adopted in empowering employees and how these
strategies differed from other management practices. An effort was also made to see how
these management practices impacted upon employee behavior.
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4. With these core objectives, the study also proposes to understand the issue likes: Do we
really need empowered people? Is empowerment something that can be done to someone or
something a person must choose? Are employees, leader or all, creating empowerment
climate in the organization? With these supporting objectives, the genesis of empowerment is
probed at length.
Hypotheses:
The study tries to test the following hypothesis: (The study tested totally 6 hypotheses)
Ha1 Individual and organizational achievements can be gained through the sense of
belonging;
Ha2 A sense of Organizational life through climate shapes behavior and moulds positive
attitude towards organizational growth and development leading to employee empowerment;
Ha3 Access to information about the mission, value, goals and objectives of an
organization is positively related to empowerment;
An important point of enquiry was focused as to why it was possible for the
organization in the present study, though Indian, to grow systematically and what unique and
innovative techniques were practiced as an exercise of employee empowerment. Adding to
support these assumptions, the study also tested that: without transparent open lines of
communication and information sharing, people will not extend themselves to take outright
responsibility and vent their creative energies; transparent Management ethos breeds faith
and trust; that creativity and innovation are possible with positive management practices.
Study Scope:
There is always a big gap between performing organization and other. The reasons
could be several, but an empowered work culture is what makes significant difference. The
present study tries to focus at these levels and is it the policy, people or workplace practices
that makes an empowered organization and work force is what is been probed at length. The
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5. focus of study restricts to Polyhydron Private Limited-PPL, an engineering based
organization established in the year 1981, situated at the industrial sector of Belgaum district,
in Karnataka State, India. PPL manufactures Radial Pistons pumps, hand operated DVC,
Pressures switches, Pressure relief values, Pressure control values and Cartridge values. The
organization has been known for its empowering way of developing and managing human
resources and employee ownership culture been widely instituted in the organization. All the
employees including the CEO/MD forms the respondent group.
Method of Study:
a) Geographical Area
Karnataka State in India is an industrially developed State, with a wide range of
organizations and activities. Belgaum District has more small-medium-scale (SME)
organizations and the selected geographical area for the present study. It falls in the Northern
division of Karnataka State, India.
b) Organization
PPL was established way back in 1981 with the sole purpose of creating an
organization on lines with global standards, clean business and ethical approach. Before, PPL
was established; SBH (Suresh Hundre, CEO & MD) with other fellow colleagues started a
group under the Hyloc banner, manufacturing a wide range of hydraulic related equipments.
PPL was one of the units under the banner. As ideologies change and each global thinker has
a dream to set an organization on lines with what one thinks are apt, SBH thought of
Polyhydron unit with ideas he felt were on lines with his thinking and hence was left with
PPL, which was a small unit then, to take-up the responsibility independently and run into a
long journey. PPL is located in an industrially concentrated new area of Machhe, at Belgaum,
in Karnataka state, India. Polyhydron manufactures hydraulic values and radial piston,
pumps, etc. The wide range of products at PPL spans over more than 40-50 types and an
average of 700 models. The customers are from varied places and the turnover on an average
is between 8-10 crores.
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6. c) Sampling Design:
Studying empowerment is a holistic approach and needs to be studied from all the
angles involving everyone in the organization. The sample included all the employees as part
of the study. Since, knowing the experience was the main focus, it was proposed to have
everyone involved to have a comprehensive opinion on the practices, per se. Note: 60
employees; One CEO / MD
A total of 73 employees including top management form the work force in the organization.
A total of 73 employees constitute the entire work force at PPL, with different categories like
highly skilled (HSK), skilled (SK), semiskilled (SSK) and unskilled (USK) employees apart
from Engineers, Administrative and Managerial staff. The category is done on the basis of
nature of work-skill involved at workplace, per se. In fact, the CEO, who is also MD, seven
at management cadre, six engineers and two-software expert forms one section. There is nine
administrative staff, which includes four supporting at office level as another section. As
many as forty-two are grass-root employees of which five are highly skilled, eighteen are
skilled, nineteen are semiskilled, apart from two unskilled & a trainee. All were included in
the study, but, as many as 62 expressed their willingness to take part in final study and the
rest didn't due to reasons beyond explanation. Out of the total respondents, two could not
complete the questionnaire & schedules. The study results analyzed the data gathered from
sixty respondents from different categories of employees. A final of 60 employees formed
the total sample of respondent. In addition to these, the CEO / MD of the organization
formed another important respondent.
P.S.: The organization has a flat way of organizational structure and hierarchy, where each is
equal in position and status. But, only on paper is the hierarchy designed. Otherwise, each
one is a manager and each a CEO. In practice, there are no divisions as management & work
force and no separation and hierarchy as top / middle / grass root level employees. Each can
work anywhere in the Organization depending on the necessity of work-skill required. For
administrative purpose, they are categorized into different streams.
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7. Data Collection from Employees:
Fig No 01: The mode of Data collection of employees
An exhaustive empowerment questionnaire in different languages was put to test. The
questionnaire was administered to all employees who participated and a formal discussion
with CEO / MD was done keeping in view the intended enquiry areas. Very many
empowering angles were probed and a total of nearly 125 odd areas were identified, which
were apt, valid and relevant on five point scale, viz: Strongly agree; Agree; Can’t say;
Disagree; and Strongly disagree. Such areas put to test includes understanding the system of
accountability within the organization, attitude development processes, mode adopted for
career planning, open communication process adopted, decision making process, delegation
and shared responsibility, ethical standards, feed-back system adopted, methods for
information sharing, leadership development at all spheres, organizational transparency,
management and organizational ethos, power distribution, climate of politics, degree of trust
& loyalty, team working, employee participation and the like were put to test.
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Observed the
System
Observed the
System Pooling
all the
response
s
Pooling
all the
response
s
Questionnair
e
Administered
Questionnair
e
Administered
Discussion
with CEO
Discussion
with CEO
Case-by-
Case
discussio
n
Case-by-
Case
discussio
n
Pilot StudyPilot Study

8. The present enquiry is a scientific investigation into practical working of empowerment
system at PPL and hence the study is undertaken at multiple stages. We used three distinct
methodologies in the study:
a) Pre-pilot observation
b) Pre-pilot study
c) Final observation
a) Pre-pilot observation
The study began with pre-pilot observation through a survey over a period of 8-10 months.
We observed and identified the management practices that were thought to influence
business success-broad areas such as: communication, leadership, transparency, values,
decision-making, participation, management style, organizational politic, ethos, knowledge
sharing, ownership culture and the like. Initial micro level discussion with employees was
held from time to time.
b) Pre-pilot study
A pilot study with specific practices was undertaken with few enquiry areas identified and
put to test. We pursued in-depth observation of management practices that were pre-observed
which played a major role in enhancing or weakening a company’s performance. This pilot
study allowed us to verify and extend the larger survey findings. Pilot study also paved way
for further exploration of new areas and few areas of in-significance were ignored. It also
directed a few questions and enquiry areas in line with objectives of the study.
c) Final observation
At final stage, while collecting actual data, an exhaustive questionnaire / schedule was
administered focusing all valid areas of empowerment and the extent of such organizational
practices in growth of the company and creating an winning work force, per se. As many as
125 odd areas were identified and put to test. The collection and examining of data was done
in three stages after communicating to all the employees the purpose of the study and why
their responses through active participation are important at higher level and the benefits it
comes out for the Individual, Organization and the Nation as a whole. We injected case-by-
case basis, with a sense of purpose & direction at all the three stages of data collection.
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9. Stage 1: In the first stage, Questionnaires and schedules were drawn up after identifying the
relevant empowerment angles and put to test on a five-point scale. This was the first stage,
where each was asked to express his/her opinions on five-point scale, viz:
 Strongly agree
 Agree
 Can’t Say
 Disagree
 Strongly disagree
Stage 2: In the second stage, formal and informal observation and discussions at workplace
based on the responses expressed regarding the practices in vogue was undertaken. In fact, at
this stage, each participating respondent was met personally case by case, and was asked,
through personal discussion regarding his opinions and feelings on empowering system and
why such a feeling has been expressed. At this stage, more emphasis was laid on why such a
system / practice was followed and was it apt and the aftermath benefits of such practices. It
was more of fact finding and knowing the feelings, analyzing views and opinions based on
responses expressed through questionnaire. A series of formal & informal visits from time to
time for each respondent was undertaken. Injecting case-by-case and opinion-by-opinion was
focused much.
Stage 3: Based on these observations, final discussion was held particularly on the responses
elicited using the questionnaire method and the observations and discussions made. A
collective opinions and views from all the sides were pooled out at one point and put to test
for final examination. This was the last stage and all care was taken to see to it that the
opinions expressed, the observations done and what actually are the practices undertaken
were pooled for final test and discussed at length. All the possible way through which
information could be collected was adopted. At each stage of data collection, frequent
discussions with the CEO were undertaken.
CEO Data Collection:
The collection of information from CEO was done separately. After a series of personal
discussion with the CEO / MD, it was decided to have a one to one personal talk, with the
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10. areas identified. A series of pre-discussions informally paved way in setting the enquiry areas
for getting the desired responses. The main focus of discussion and collection of information
from CEO was to know from top man’s angle, the way work environment has to be created
and the difficulties one usually (CEO) faces in creating such an empowered workforce
system in the organization. A series of discussions were held phase by phase at various
places in the organization and practically explaining the systems at workplace in developing
and managing human resources and the organization. Organizational meetings and
discussions were also attended, informal gatherings were observed and all the ways and
means of such practice and systems in relation to CEO & organization ethos were keenly
observed. At each stage of discussion, it was actual participant and observation of
functioning of the system with CEO that was undertaken. The results based on discussion
with CEO are presented verbatim and as many as twenty-five odd enquiries were put to test
reflecting empowerment culture.
Fig No 02: The mode of Data collection from CEO / MD
A) An in-formal observation over a period of time was done phase by phase
B) Discussion with CEO was done formally at one-one level
C) The opinions of CEO and system match was interfaced
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Observed the
system
Observed the
system
Discussion with
CEO
Discussion with
CEO
System/
Practices
interface
System/
Practices
interface
Case by case
discussion
Case by case
discussion
Back to
CEO
Back to
CEO
Pooling all
responses in
presence of all
Pooling all
responses in
presence of all

11. D) All the collected data of CEO through opinions were observed, verified case by case
with each employees
E) The opinions / views of employees were put back to CEO / MD for discussion, and
F) Entire system was observed in its fullest scope while pooling all the opinions in the
presence of all. A series of meetings were held.
The uniqueness of data collection in present study was the pooling of all the responses of
respondents at one place and allowing each to express their views on the system and
practices in presence of each other and the CEO. It is quite obvious that responses usually
tend to differ in presence of Management and this was taken care of. This was, however, to
know the facts and get a clear picture of the system and practices and not otherwise cross
examining and finding the faults. This was also possible to have such pooling because of the
empowering environment & culture that exists in the organization and at the same time,
everyone understanding the spirit of enquiry.
Mode of Data Collection:
Personal discussions, interviews with each respondents, group discussions and several
meetings with the concerned employees personally at various places like work-place (temple
of ethics), recreational hall (temple of health), yoga center (temple of peace), R and D
section, canteen, rest rooms was extensively undertaken. The study injected case-by-case
method for collecting the required information. Frequent and series of visits to each
employee was undertaken phase by phase to illicit opinions on the system and practices. It
was, at one instance, the employee, the manager and the CEO put together, were allowed to
express opinions on the system in presence of each other. The intentions, however, was not
for cross-examining the opinions in presence of one another or verify who is or was true, but,
it was only to know the exact picture from all the angles and thus, "blaming" somebody is
ruled-out. As has been already put forth, a holistic approach is what makes empowerment
work and hence this was the final path followed for final data collection. At each stage, care
was taken to see that, all relevant facts on the practices were elicited.
Angles of Enquiry:
Very many empowerment angles were identified and factors such as understanding
the system of accountability within the organization, attitude development processes, mode
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12. adopted for career planning, communication process adopted, decision making process,
delegation and shared responsibility, transparent behavior, ethical standards, feed-back
system adopted, methods for information sharing, leadership development at all spheres,
management and organizational ethos practiced, power distribution, climate of politics,
degree of trust and loyalty, team working, employee participation etc were put to test. As
many as fifty core areas with more than 125 enquires were put for examining at length. The
focus of enquiry was on the workplace empowerment practices and the relevance of the
system in the growth and development of the organization. Similar areas were also focused at
the level of CEO.
Sources of data collection:
In the present study, both primary and secondary data are utilized. Primary data was
collected through administering the questionnaire / schedule and participant observation was
undertaken. Meetings were attended, took part in discussions and visited the actual
workplace with the concerned respondent to observe the system and practices. Getting
information through questionnaire and having discussions with each stage by stage were
done at primary level in collection of required information.
Secondary data includes written policy statements, work records, annual reports,
documentations, bulletins, write-ups, procedure charts, instructions, files, case histories, site
maps, follow up reports, suggestions done and field notes were referred at length and
reviewed. All the policy papers related to vision statement, mission set, objectives,
philosophy, guiding principles, code of conduct were referred, reviewed and examined with
the system-practice. To add, all the data was meaningfully related to the objectives of study,
the hypothesis to be tested and what the study tries to find out.
Analysis:
The focus in present study was on the qualitative analysis of the responses and results
based on case-by-case observations. Since, quality and not quantifying the results was
focused, lesser use of statistical analysis has been done. Probably, statistical equations tell
less about the true picture of empowerment practices in such enquiry. However, to test the
hypothesis, ANOVA has been applied in obtaining the F-ratio values. As also, to understand
the degree of responses in relation to organizational practices, the mean and SD value have
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13. been put-forth. As far as CEO data is concerned, various levels of discussions with areas
identified were undertaken from time to time. The results are presented verbatim in a form of
question-answer structures focusing the attention on the quality aspect of CEO’s responses.
As many as 25 odd enquiry areas were identified and have been presented.
Period of Study:
The total span of time utilized to collect actual data for the present study was ten
months. Before the data was collected through administering the questionnaire and formal
observation, a series of pre-observation and discussions were held from time to time over a
period of two years and very many factors were identified and finally put to test after pilot
work was undertaken. Several series of pre-visits also paved way for enquiry in right
direction along with objectives of the study. However, for present study, the actual data was
collected during 2000-2001.
Uniqueness of the Study:
The study has been undertaken to come out with concrete practices for overall
enhancement and development of human resources and organization as a whole through
empowering employees. In fact, developing global standard strategies and practices has been
the focus throughout the study.
o A holistic approach to study empowerment practices in creating high performance
work force has been the core attempt throughout the study.
o Several valid empowering factors have been identified and put to test on five-point
scale, thus, knowing the intensity of such practices.
o It is not only system, which makes an organization and workforce empowered, but,
an attempt has also been made to know the required essential human traits that are intended
to be proposed.
o There has been an attempt made to draw up theories, model development and how
such system should be practiced at macro level. The model specifies the priority area of
instituting empowerment practices step by step.
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14. o How to create a challenging, satisfying work environment and strategies for high
performance work force.
o We could identify which work place culture actually worked. In other words, we
could conclude that improving on specific practices guarantees a company’s superior
performance and that fumbling at those practices is bound to worsen performance.
o An attempt has been made to utilize the results of the study on a larger canvas, where
Individual, Organization, Academic and Research Institute could be benefited.
o Besides identifying the Management practices that can significantly affect a
company’s performance, we’ve developed a list of leadership behavior that supports
excellence in each practice.
Limitations of the Study:
While, the study has made all attempts to demystifying employee empowerment,
there are drawbacks and limitations in the study, which requires a separate discussion and is
beyond the scope of the work.
a) The work pertains to PPL, an engineering based organization.
b) Of 73 total employees, 62 responded and others didn’t participate in the study due to
reasons beyond explanation. A total of 60 have been included finally in the study, whereas,
two respondents could not complete the questionnaire.
c) An attempt was done to illicit responses from the employees, who left the
organization, but could not do it. They could have been the potential respondents.
d) Since, all the respondent employees were male, generalization as to how people differ
in gender and perception of empowerment is limited.
e) Pilot study paved way to extend the enquiry for family members of the employees.
This was not possible for the reasons beyond explanation in Indian context.
The Reference and Bibliography design:
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15. The studied reported all the reference which was part of literature search for the study. Such
literature sources includes: Papers; Research papers; PhD level work; Case study; workshop
proceedings; Global Surveys; Cross Cultural Study Reports; Annual reports; Books;
Foundation for Enterprise Development and Beyster Institute for Entrepreneurial Employee
Ownership Reports, Research work and proceedings; Working papers; Management Review
reports; Harvard Management Update; Papers from Harvard Business Review; Presentation
at the Academy of Management Annual Meeting; and the like
End Note…The Issues
Empowerment systems at workplace are an important contribution to organizational
effectiveness and growth. It is mental and emotional involvement of employees that
encourages them to contribute to goals by sharing equal responsibility. It has numerous
limitations, but, when its pre-requisites are met and the amount and type used reasonably fit
the situation, it offers potential for higher productivity, greater job satisfaction, constant
growth, continuous improvement and other innumerable long-term benefits. The importance
of present study, therefore, lies in exploring the present situation and finding future avenues
for such practice on macro level. A structure, procedure, institutional framework for such
empowering practice requires a careful and balanced study. The present study answers
several questions in creating a World Class Organization, a High Performing Workforce and
crystallizing the reasons as to “why top” performing companies are different.
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16. Annexure No: 1: Some Sample Questions included:
1. Each are accountable for their action & can’t blame others
2. All information is open and shared
3. Honesty & truthfulness is the only policy in organ
4. They encourage working in team
5. People are allowed to take risk here
6. Gossip is the way of life
7. New ideas are often dismissed
8. The organization makes you insecure sometimes
10 We need direction, supervision & guidance at each stage/step
11. I am made part of organization & take part in organization development process
11. I can healthy criticize the boss, if I feel so
12. I know each work, job & what one is doing in organization
13. Few only are honest in organization
14. Each is boss in himself
15. Most people are conservative & not open
16. Everything is not negotiable here & some matters are rigid
17. I am paid just to work
18. There is red tapesim & more bureaucracy
19. I know who appraise me
20. Common rooms are shared.
21. I stay back beyond my work time limit
22. I am involved in Organization strategy preparation
23. I can permit visitors, if I feel so, without any ones consent
24. There is restriction for participation in all activities
25. Suggestions are done regularly and honestly
26. We are free to suggest improvements to boss Without fear
27. Selecting of suggestions are subjective
28. Rejected suggestions are explained due reasons there off
29. I am been trusted in Organization
30. Some have hidden agendas
(A total of 125 questions with 30 Main areas were put to test)
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