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Duane Davis: Business Research For Decision Making

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55 views19 pages

Duane Davis: Business Research For Decision Making

Uploaded by

Zainul Kisman
Copyright
© Attribution Non-Commercial (BY-NC)
We take content rights seriously. If you suspect this is your content, claim it here.
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PowerPoint Slides for the Instructor’s Resource Manual for

Business Research for Decision Making


Sixth Edition

by

Duane Davis

Chapter 3

Scientific Inquiry
Building Blocks in Scientific Inquiry

• Observations, Facts
• Concepts, Constructs, Definitions,
Variables
• Problems, Hypotheses, Laws
• Theories, Models
Table 3.1

Constitutive and Operational Definitions


Exhibit 3.1

Example of Expectancy Theory

Source: Adapted from Personnel Human Resource Management, by V. G. Scarpello and J. Ledvinka, pp. 25–29, ©1988. Reprinted with the
permission of South-Western College Publishing, a division of International Thomson Publishing.
Exhibit 3.1 contd

Example of Expectancy Theory, continued


Exhibit 3.1 contd

Example of Expectancy Theory, continued


Example
• Trust in the Supervisor:
Construct Definition: Indicates an
individual’s willingness to be
vulnerable to the supervisor in
situations involving a degree of risk
Operational Definition
• If I had my way, I wouldn’t let my supervisor have any
influence over issues that are important to me.
• I am comfortable discussing with my supervisor my
ideas for improvement in the workplace.
• I would be willing to let my supervisor have complete
control over my future in this organization.
• I am comfortable discussing with my supervisor
concerns I have about our working relationship.
• I am comfortable discussing with my supervisor
concerns I have about my ability to do my job
Ability

Benevolence Trust

Integrity
Ability
• Group of skills, competencies, and
characteristics that allow an individual to
have influence in some domain
Ability: Operational
• Top management is very capable of
performing its job.
• Top management is known to be successful
at the things it tries to do.
• Top management has much knowledge about
the work that needs done.
• I feel very confident about top management’s
skills.
• Top management has specialized capabilities
that can increase our performance.
• Top management is well qualified.
Benevolence
• The extent to which a trustee is believed to
want to do good to the trustor, aside from
an egocentric profit motive. If an employee
believes a manager cares about the
employee’s interests, the manager will be
seen as having benevolence for the
employee.
Benevolence: Operational
• Top management is very concerned about
my welfare.
• My needs and desires are very important to
top management.
• Top management would not knowingly do
anything to hurt me.
• Top management really looks out for what is
important to me.
• Top management will go out of its way to
help me.
Integrity
• The trustor’s perception that the trustee
adheres to a set of principles that the
trustor finds acceptable. This subsumes
not only that a manager espouses values
that the employee sees as positive, but
also that the manager acts in a way that is
consistent with the espoused values.
Integrity: Operational
• Top management has a strong sense of
justice.
• I never have to wonder whether top
management will stick to its word.
• Top management tries hard to be fair in
dealings with others.
• Top management’s actions and behaviors
are not very consistent.*
• I like top management’s values.
• Sound principles seem to guide top
management’s behavior.
Four Modes of Theory Construction and the
Figure 3.3

Wheel of Science
Theory
• Statement of relations among constructs
– Identifies constructs
– Explains why and how the constructs
are related
Types of Theory Construction

• Model Based - conceptual, build a model,


then empirically test
• Deductive – inferential logic, conceptual,
then empirical test
• Functional – continual interaction of
conceptualizing and empirical testing
• Inductive – strictly empirical, repeated
observations
Figure 3.4

Levels of Scientific Research Endeavor

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