Nature of study
The researcher will focus on a qualitative method of research method. This will aid in the nature
of the environment the data will be sourced. The advantage of this kind of research is that the
researcher does not dwell on gathering information that is far from the lived experiences of the
participants targeted. According to Barratt, Choi, & Li (2011), a quantitative approach would not
be appropriate for this kind of research since the researcher is not seeking a cause and effect
relationship. Further, Sparkes (2014), infers that a mixed-methods approach consisting of both
qualitative and quantitative research designs enables a researcher to seek the information needed
to solve a problem instead of identifying the cause of the problem. The researcher will focus on
various studies that will be used to explore a phenomenon by comparing the target population’s
differences and similarities and based on multiple sources of evidence which will be the intent of
this study.
The case study research design has extensive use in courses such as social sciences,
psychology, and anthropology. Broadly, the case study design provides an in-depth and multifaceted analysis of a particular situation (Houghton, Casey, Shaw, & Murphy, 2013). The
researcher attempts to fully understand a specific occurrence to infer some meaning or lessons.
The researcher narrows on a particular topic rather than adopting a sweeping survey. Through
this design, a definite case is selected and evaluated in the face of predetermined theoretical
models. This case might involve a person, organization or a particular group.
Through this design, the researcher is always guided by many theoretical underpinnings
to contextualize a real-world situation. In the context of the study, the case will involve the hotels
that operate in Virginia Beach, VA. The real-world situation is the turnover challenge
experienced in USA hotels. Therefore, the researcher will collect views from the participants and
subsequently analyze them through a set of theoretical models. The aim is to identify the most
viable strategies to address the turnover challenge. Other designs such as the phenomenological
would be less appropriate for the study as it would not meet the objective of the study. That is,
other models are not well structured to focus and sufficiently analyze a real-world situation. Only
the case study design has the analytical depth to fully comprehend the issue understand.
Conceptual Framework
Vroom’s expectancy theory provides a cognitive process of variables that portray
differences of motivation within individual’s work (Luneburg, 2011). The theory was published
by Victor Vroom in 1964. It provides great insight into the impacts of motivation on employees.
The theory states that individuals will always select their behaviors according to the outcomes
that they expect as a result of those behaviors. The propositions associated with the expectancymotivational theory ascribe that; positive performance results in a desirable reward; there is a
positive correlation between efforts and performance; reward satisfies a need and that the desire
to fulfill a need is strong enough to make an effort worthwhile (Vroom, 1964). Vroom theorized
that people joined organizations through the drive of their needs, the motivation they received
and by gauging their past experiences. These are factors that affect the way people (employees)
behave in the organization.
The theory is categorized into three tenets. The first is Valence- the emotional
orientations that people hold on concerning rewards, Instrumentality- is the perception held by
employees that will get what they desire in an organization regardless of being promised and
Expectancy- employees hold various levels of expectation and confidence of their levels of
productivity (Vroom, 2013).
This theory informs the study in that it explores what management of organizations have
to do to discover what their Night Audit employees want so that they can motivate them to
remain the job-this is the valence aspect of the theory. It also explores the need for management
to create tools of motivation that are pleasing and that satisfy the needs of Night Audit
employees to reduce turnover and that those rewards are fulfilled. Managers are informed
through the theory that organizations need to relate reward directly to performance and ensure
that the rewards given are duly deserved and of importance to the employees.
References
Barratt, M., Choi, T. Y., & Li, M. (2011). Qualitative case studies in operations
management: Trends, research outcomes, and future research implications.
Journal of Operations Management, 29, 329-342. doi:10.1016/j.jom.2010.06.002
Davis, O. A. (2018). Strategies for Low Employee Turnover in the Hotel Industry. Scholar
works.
ezp.waldenulibrary.org/login?url=https://search.ebscohost.com/login.aspx?direct=true&d
b=ir00976a&AN=wldu.dissertations.6348&site=eds-live&scope=site
Eaton, S. (2012). Maslow’s Hierarchy of Needs – Is the pyramid a hoax? Retrieved March 22,
2019, from https://drsaraheaton.wordpress.com/2012/08/04/maslows-hierarchy-ofneeds/
Ferreira, A. I., Martinez, L. F., Lamelas, J. P., & Rodrigues, R. I. (2017). Mediation of job
embeddedness and satisfaction in the relationship between task characteristic and turnover:
A multilevel study in Portuguese hotels. International Journal of Contemporary Hospitality
Management, 29, 248–267. doi:10.1108/IJCHM-03 2015-0126
Francis, D., & Les Roches Jin Jiang, L. R. J. J. (2017, July). Socialization and friendship as
the Panacea for turnover in the hospitality industry. In ICICKM 2017 14th International
Conference on Intellectual Capital Knowledge Management &Organizational Learning:
ICICKM 2017 (p. 81) Academic Conferences
Houghton, C., Casey, D., Shaw, D., & Murphy, K. (2013). Rigour in qualitative case-study
research. Nurse Researcher, 20, 12-17. doi:10.7748/nr2013.03.20.4.12. e326
Krstic, B., Kahrovic, E., & Stanisic, T. (2015). Business process management in the hotel
industry: A proposed framework. Ekonomika, 61, 21-34.
doi:10.5937/ekonomika1504021K
Leite, N. R. P., Rodrigues, A. C. D. A., & Albuquerque, L. G. D. (2014). Organizational
commitment and job satisfaction: What are the potential relationships? Brazilian
Administration Review, 11, 476-495.doi.org/10.1590/1807-7692bar2014276
Lewis, S. (2015). Qualitative inquiry and research design: Choosing among five approaches.
Health Promotion Practice, 16, 473-475.doi:10.1177/1524839915580941
Luxenburg, F. C. (2011). Expectancy Theory of Motivation: Motivating by Altering
Expectations. International Journal Of Management, Business, And Administration
Volume 15, Number 1. Sam Houston State University.
Nash, K. (2018). A holistic Makeover: Here’s how a senior living community overhauled its
entire foodservice program-without inciting a riot. Food Service Director, 31(1), 28.
ezp.waldenulibrary.org/login?url=https://search.ebscohost.com/login.aspx?direct=true&db=edb
&AN=127357739&site=eds-live&scope=sit
Ramall, S. (2014). A review of employee motivation theories and their implications for
employee retention within organizations. Journal of American Academy of Business, 5,
52‐63.doi:10.1108/IJOA-08-2015-0900
Russ, T. L. (2011). The relationship between Theory X / Y: Assumptions and
communication apprehension. Leadership & Organization Development Journal,
34, 238-249. doi:10.1108/01437731311326675
Shah, S. H. A., & Beh, L. S. (2016). The impact of motivation enhancing practices and
mediating role of talent engagement on turnover intentions: Evidence from Malaysia.
International Review of Management and Marketing, 6(4), 824-833.
Sebastian, R. J., & Davison, B. (2011). The root causes of contract administration
problems. Journal of Public Procurement, 11, 171-189. Retrieved from
http://www.pracademics.com/jopp.html
Sparkes, A. C. (2014). Developing mixed methods research in sport and exercise
psychology: Critical reflections on five points of controversy. Psychology of Sport
and Exercise, 16, 49-58. doi:10.1016/j.psychsport.2014.08.014
Torres, E., & Mejia, C. (2017). Asynchronous video interviews in the hospitality Industry:
Considerations for virtual employee selection. International Journal of Hospitality Management,
61, 4-13. doi:10.1016/j.ijhm.2016.10.012
U.S. Bureau of Labor Statistics. (2018a). Table 16. Annual total separations rates by industry and
region, not seasonally adjusted.
www.bls.gov/news.release/jolts.t16.htm
U.S. Bureau of Labor Statistics. (2018b). Job openings and labor turnover – June 2018.
www.bls.gov/news.release/pdf/jolts.pdf
Vroom, V. (1964). Work and motivation. San Francisco, CA: Jossey-Bass.
Vroom, V. (2013). Expectancy theory. In E. Kessler (Ed.), Encyclopedia of management
theory (pp. 272-277). Thousand Oaks, CA: Sage
doi:10.4135/9781452276090.n83
World Travel and Tourism Council. (2015). Travel & tourism economic impact 2015: World.
zh.wttc.org/-/media/files/reports/economic-impact-171research/regional-2015/world2015
1. S1 – Problem Statement
2. S1 – Purpose Statement
3. S1 – Nature of the Study
4. S1 – Research Question(s)
5. S1 – Hypotheses Interview Questions (qualitative)
6. S1 – Theoretical Framework (quantitative) or Conceptual Framework (qualitative)
7. S1 – Significance of the Study
1
Student Name
Doctor of Business Administration Prospectus – Finance
Submitted in Partial Fulfillment of the Requirements for the Degree
of
Doctor of Business Administration
Walden University
A00540882
March 2023
2
Prospectus: Strategies for Retaining Night Audit Employees in the Hotel Industry
Problem Statement
Employee turnover is considered costly to the hotel industry because it disrupts business
operations by additional costs of hiring and training new personnel (Ramall, 2014). Studies
indicate that the estimated cost of hotel employee turnover is 30% of the annual staff wages
(Ferreira, 2017).
The general business problem is that the high rate of turnover among hotel front desk positions
may lead to poor customer service and lost profits. The specific business problem is that some
hotel leaders lack strategies for retaining front desk night audit employees.
Purpose Statement
The purpose of this qualitative study is to explore strategies some hotel leaders use for retaining
front desk night audit employees. The population of the study involves two hotels that have a
low turnover during the night audit shift, in Virginia Beach, VA. The implication for positive
social change is job security continued employment, which in effect improves standards of
living.
Nature of study
The researcher will focus on a qualitative method of research design. This will aid in the nature
of the environment the data will be sourced. The advantage of this kind of research is that the
researcher does not dwell on gathering information that is far from the lived experiences of the
participants targeted. According to Barratt, Choi, & Li (2011), a quantitative approach would not
be appropriate for this kind of research since the researcher is not seeking a cause and effect
3
relationship. Further, Sparkes (2014), infers that a mixed-methods approach consisting of both
qualitative and quantitative research designs enables a researcher to seek the information needed
to solve a problem instead of identifying the cause of the problem. The researcher will focus on
various studies that will be used to explore a phenomenon by comparing the target population’s
differences and similarities and based on multiple sources of evidence which will be the intent of
this study.
Research Questions
What strategies do hotel leaders use for retaining front desk night audit employees?
Interview Questions
1. What strategies does the company use to achieve a low turnover rate on the night audit
shift?
2. Which of these strategies has been effective in keeping a low turnover rate on the night
audit shift?
3. Why have the strategies been effective in keeping a low turnover rate on the night audit
shift?
4. How do you measure, or assess, the effectiveness of these strategies?
5. What factors do front desk night audit employees say to make them satisfied with their
employment in your company?
6. What factors do front desk night audit employees say make them dissatisfied with their
employment in your company?
4
7. How do you address the factors that cause them to be dissatisfied?
8. What else could you tell me that would help me understand the strategies you use to
retain front desk night audit employees?
5
References
Barratt, M., Choi, T. Y., & Li, M. (2011). Qualitative case studies in operations
management: Trends, research outcomes, and future research implications.
Journal of Operations Management, 29, 329-342. doi:10.1016/j.jom.2010.06.002
Davis, O. A. (2018). Strategies for Low Employee Turnover in the Hotel Industry. Scholar
works.
www.ezp.waldenulibrary.org/login?url=https://search.ebscohost.com/login.aspx?direct=tr
ue&db=ir00976a&AN=wldu.dissertations.6348&site=eds-live&scope=site
Ferreira, A. I., Martinez, L. F., Lamelas, J. P., & Rodrigues, R. I. (2017). Mediation of job
embeddedness and satisfaction in the relationship between task characteristic and
turnover: A multilevel study in Portuguese hotels. International Journal of Contemporary
Hospitality Management, 29, 248–267. doi:10.1108/IJCHM-03 2015-0126
Francis, D., & Les Roches Jin Jiang, L. R. J. J. (2017, July). Socialization and friendship as
the Panacea for turnover in the hospitality industry. In ICICKM 2017 14th International
Conference on Intellectual Capital Knowledge Management &Organizational Learning:
ICICKM 2017 (p. 81) Academic Conferences
Houghton, C., Casey, D., Shaw, D., & Murphy, K. (2013). Rigour in qualitative case-study
research. Nurse Researcher, 20, 12-17. doi:10.7748/nr2013.03.20.4.12. e326
Krstic, B., Kahrovic, E., & Stanisic, T. (2015). Business process management in the hotel
industry: A proposed framework. Ekonomika, 61, 21-34.
doi:10.5937/ekonomika1504021K
6
Leite, N. R. P., Rodrigues, A. C. D. A., & Albuquerque, L. G. D. (2014). Organizational
commitment and job satisfaction: What are the potential relationships? Brazilian
Administration Review, 11, 476-495.doi.org/10.1590/1807-7692bar2014276
Lewis, S. (2015). Qualitative inquiry and research design: Choosing among five approaches.
Health Promotion Practice, 16, 473-475.doi:10.1177/1524839915580941
Ramall, S. (2014). A review of employee motivation theories and their implications for
employee retention within organizations. Journal of American Academy of Business, 5,
52‐63.doi:10.1108/IJOA-08-2015-0900
Russ, T. L. (2011). The relationship between Theory X / Y: Assumptions and
communication apprehension. Leadership & Organization Development Journal,
34, 238-249. doi:10.1108/01437731311326675
Shah, S. H. A., & Beh, L. S. (2016). The impact of motivation enhancing practices and
mediating role of talent engagement on turnover intentions: Evidence from Malaysia.
International Review of Management and Marketing, 6(4), 824-833.
Sebastian, R. J., & Davison, B. (2011). The root causes of contract administration
problems. Journal of Public Procurement, 11, 171-189. www.pracademics.com/jopp.html
Sparkes, A. C. (2014). Developing mixed methods research in sport and exercise
psychology: Critical reflections on five points of controversy. Psychology of Sport
and Exercise, 16, 49-58. doi:10.1016/j.psychsport.2014.08.014
Torres, E., & Mejia, C. (2017). Asynchronous video interviews in the hospitality Industry:
7
Considerations for virtual employee selection. International Journal of Hospitality
Management, 61, 4-13. doi: 10.1016/j.ijhm.2016.10.012
U.S. Bureau of Labor Statistics. (2018a). Table 16. Annual total separations rates by industry
and region, not seasonally adjusted www.bls.gov/news.release/jolts.t16.htm
U.S. Bureau of Labor Statistics. (2018b). Job openings and labor turnover – June 2018.
www.bls.gov/news.release/pdf/jolts.pdf
Vroom, V. (1964). Work and motivation. San Francisco, CA: Jossey-Bass.
Vroom, V. (2013). Expectancy theory. In E. Kessler (Ed.), Encyclopedia of management
theory (pp. 272-277). Thousand Oaks, CA: Sage doi:10.4135/9781452276090.n83
World Travel and Tourism Council. (2015). Travel & tourism economic impact 2015: World.
www.zh.wttc.org/-/media/files/reports/economic-impact-171research/regional- 2
2015/world2015
Walden University
DBA Doctoral Study
Prospectus Guide
F
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a
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s
e
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ly
.
Walden University
Academic Offices
155 Fifth Avenue South, Suite 100
Minneapolis, MN55401
1-800-WALDENU(1-800-925-3368)
Walden University is accredited by The Higher Learning Commission and
a member of the North Central
Association, www.ncahlc.org; 1-312-263-0456.
© 2013 Walden University, LLC
The Prospectus
Completing the Prospectus
The DBA Doctoral Study Prospectus consists of several detailed small sections. A sample
prospectus is in the appendix. The goal for the prospectus is to create a plan for developing your
doctoral study proposal. Therefore, you need to have some detailed information for the
prospectus, but you do not need to know all the specific details of the study that you will
ultimately conduct. For example, you may identify employee satisfaction as a variable of the
study, but at this point, you do not yet need to identify the instrument that you plan to use to
measure the variable.
Each research project is different, and because this outline is general, reviewers often ask to
include additional information in your prospectus. For example, feasibility is one criterion for
evaluating your prospectus, and if you are considering a unique sample group, your committee
may ask you to explore that aspect in more detail before moving forward.
The DBA Doctoral Study Prospectus will follow APA 6th edition guidelines and formatted as
.doc or. docx file. As you work on the document, also review the tools available on the CRQ
website, the Doctoral Capstone Research Guide, DDBA Doctoral Study Template, and Doctoral
Study Rubric. Appendices A, B and C contain an annotated outline, sample “quantitative”
prospectus, and Prospectus Rubric, respectively. Appendix D is a graphical depiction of a threestep formula for “qualitative” business problem alignment.
Submitting the Prospectus
Students will work with their chair in DDBA 8100, Doctoral Study Mentoring, to complete the
prospectus. You will use the example Prospectus (Appendix A) as a guide and template; there is
no other official Prospectus template. Students should aim to have an approved Prospectus by the
end of their 3rd DDBA 8100 course. As is the case for the proposal and doctoral study, for which
you will receive feedback on working drafts, prospectus development is an iterative process.
Committee members will use the Prospectus Rubric (Appendix C) to evaluate the Prospectus.
Follow the submission guidelines identified in the course submission instructions.
Appendix A - Annotated Outline
Title Page
The recommended title of the business study should not exceed 12 words to include the topic, the
variables and relationship between them (quantitative studies), and the most critical keywords.
Double-space the title if over one line of type and center it under the word Prospectus.
Include your name, your program of study (and specialization if applicable) and Banner ID
Number, double-spaced and centered under the title.
Title
Include the title as it appears on the title page. Double-space if over one line of type and centered
at the top of the page. The title follows the word Prospectus and a colon.
Problem Statement
Provide a one-paragraph statement (recommended approximately 150 words) that is the result of
a review of research findings, appropriate peer-reviewed/government sources, and current
practice and that contains the following information:
1. Hook: (a WOW statement supported with a peer reviewed citation no older than 5
years from anticipated date CAO will sign.)
2. Anchor (includes a number supported with a peer reviewed/government citation no
older than 5 years from your anticipated CAO signature)
3. The general business problem is XXXX
4. The specific business problem is some (identify who has the specific business
problem) has limited information on XXX
Review the Problem Statement Video tutorial to aid you in completing the Problem Statement.
The video tutorial is located at: http://youtu.be/IYWzCYyrgpo
Purpose Statement
Provide a one-paragraph Purpose Statement (recommended approximately 200 words) and that
contains the following information:
Quantitative Study: (a) methodology, (b) design, (c) research variables (independent and
dependent), (d) specific population, (e) geographical location, and (f) social change statement.
Note: A correlation study must examine the relationship between "more than" two variables. In
other words, a simple bivariate correlation analysis is not substantive for a doctoral study. As a
minimum, a multiple linear regression, using at least two predictor (independent) variables, is
required.
Qualitative Study: (a) methodology, (b) design, (c) specific population, (d) geographical
location, and (e) social change statement.
Please review the Purpose Statement Video tutorial to aid you in completing the Purpose
Statement. Located the video tutorial at: http://youtu.be/pLP4r0mfT9A.
Nature of the Study
The Nature of the Study component serves two purposes. The first purpose is describing and
justifying the methodology (i.e. quantitative, qualitative, or mixed-method). The second purpose
is describing and justifying the design (i.e. case study, phenomenological, correlation).
Therefore, a well-crafted Nature of the Study can be presented in two paragraphs but not exceed
one page.
The first paragraph is to describe and justify the methodology. State why you selected a specific
method and why other methods were not appropriate. The second paragraph is to describe and
justify the design. State why you selected a specific design and why other designs were not
appropriate.
Research Question(s)/Hypotheses
List the research question that will lead to the development of the requirements in the study and
steps for accomplishing the requirements. A research question informs the research design by
providing a foundation for:
• Generation of hypotheses in quantitative studies,
• Questions necessary to build the design structure for qualitative studies (i.e. interview
questions),
• Process by which different methods will work together in mixed studies.
Interview Questions (Qualitative)
The interview questions are to be informed by the conceptual framework. Please see the
Theoretical/Conceptual Framework video tutorial at: http://youtu.be/P-01xVTIVC8.
Theoretical/Conceptual Framework
In one paragraph, describe the theoretical base or conceptual framework from the scholarly
literature that will ground the study (providing citations). Base this description on the problem,
purpose, and background of your study. Specifically, identify and describe:
(a) theory: theoretical base or conceptual framework,
(b) author of the theoretical base or conceptual framework (if applicable),
(c) date of the theoretical base or conceptual framework (if applicable),
(d) key tenets, propositions, constructs, variables, hypotheses, etc., and
(e) how the theoretical base or conceptual framework is applicable and fits to the study.
Review the Theoretical/Conceptual Framework video tutorial at: http://youtu.be/P-01xVTIVC8
to aid in completing Theoretical/Conceptual Framework section.
Significance of the Study
Provide one to two paragraphs, informed by the topic in the problem statement, which
describe(s):
1. The value to the business/social impact.
2. Contribution to effective practice of business
3. Potential contribution to positive social change and improvement of business practice.
References
Include references formatted in the correct style (APA 6th edition, modeled at the end of this
guide) for all citations within the Doctoral Study Prospectus.
Student and Committee Information
Date of Review:
Student’s Name (Last, First):
Student ID (for office use only):
Chairperson:
Second Committee Member:
University Research Reviewer:
Person Conducting this Review:
Note: Type in the applicable information.
Appendix B
Prospectus
Relationship Between Transformational Leadership and Employee Turnover Intentions
by
Alpha B. Gamma
Doctor of Business Administration Prospectus – Name of DBA Specialization
Submitted in Partial Fulfillment of the Requirements for the Degree
of
Doctor of Business Administration
Walden University
Student ID: A00000000
Month Year1
1
Anticipated CAO Signature Date
Prospectus: Relationship Between Transformational Leadership and Employee Turnover
Intentions
Problem Statement
Losing highly skilled technical employees disrupts organizational functioning,
service delivery, and administration (Bothma & Roodt, 2012). From a financial
perspective, employee turnover can cost employers between 90 and 200 % of annual pay
(Hom, Mitchell, Lee, & Griffeth, 2102). The general business problem is that employee
intent to leave is a major antecedent of actual employee turnover (Siddiqi, 2013). The
specific business problem is that some information technology (IT) small business
owners do not know the 2relationship between IT employee perceptions of their
leaders’ transformation leadership characteristics and employee turnover intention.
Purpose Statement
The purpose of this quantitative correlation study is to examine the relationship
between IT employee perceptions of their leaders’ transformation leadership
characteristics and employee turnover intention. The targeted population consists of
IT business leaders located in Orlando, Florida. The independent variables are employee
perceptions of their leaders’ (a) idealized attributes, (b) idealized behaviors, (c)
intellectual stimulation, (d) inspirational motivation, and (e) individualized consideration.
The dependent variable is employee turnover intention3. The implications for social
change include the potential to (include social change implications).
2
Note the alignment (bold underlined text) between the last sentence of the Problem Statement, first
sentence of the Purpose Statement, and Research Question.
3
The independent and dependent variables are the same variables identified in the research question.
Nature of the Study4
Quantitative methodology is the foundation of the postpositivist worldview. The
researcher uses descriptive and inferential statistics, by-products of the quantitative
methodology, to describe the population and infer the sample results to the broader
population (Orcher, 2014). The justification of the quantitative method results from the
need to test the efficacy of transformational leaderships constructs in predicting employee
turnover intentions. Conversely, researchers employing qualitative methodology seek to
explore (seeking how or why answers), rather than explain a phenomenon or outcome
(Yin, 2014). Therefore, the qualitative method is not appropriate for this study.
Researchers employing correlation designs do not seek cause and effect (Pallant,
2013). A key focus of correlation designs is tracing the distribution of the dependent
variable or some characteristic of the distribution (such as its mean) as a function of one
or more predictor variable (Pallant, 2013). Researchers employing experimental and
quasi-experimental designs seek cause and effect relationships (Orcher, 2014). However,
the purpose of this study is not to seek cause and effect; thus, the experimental and quasiexperimental designs are not appropriate for this study.
Quantitative Research Question5
What is the relationship between employee perception of their leaders’ (a)
idealized attributes, (b) idealized behaviors, (c) intellectual stimulation, (d)
inspirational motivation, (e) individualized consideration, and employee turnover
intention?
4
The first paragraph addresses the methodology only. The second paragraph addresses the design only.
The “specific” variables identified in the research question and are the same variables identified in the
Purpose Statement.
5
Hypotheses
Null Hypothesis (H0): There is no statistically significant relationship between
employee perception of their leaders’ (a) idealized attributes, (b) idealized behaviors, (c)
intellectual stimulation, (d) inspirational motivation, (e) individualized consideration, and
employee turnover intention?
Alternative Hypothesis (H1): There is a statistically significant relationship
between employee perception of their leaders’ (a) idealized attributes, (b) idealized
behaviors, (c) intellectual stimulation, (d) inspirational motivation, (e) individualized
consideration, and employee turnover intention?
Theoretical/Conceptual Framework
Burns (1978) developed the transformational leadership. Burns used the theory to
offer an explanation for leadership based upon the premise that leaders are able to inspire
followers to change expectations, perceptions, and motivations to work toward common
goals. Burns identified the following key constructs underlying the theory (a) idealized
attributes, (b) idealized behaviors, (c) intellectual stimulation, (d) inspirational
motivation, and (e) individualized consideration. As applied to this study, the
transformational leadership theory holds that I would expect the independent variables
(transformational leadership constructs), measured by the Multifaceted Leadership
Questionnaire, to predict employee turnover intention because (provide a rationale based
upon the logic of the theory and extant literature). Figure 1 is a graphical depiction of the
transformational leadership theory as it applies to examining turnover intentions.
Idealized Attributes
Idealized Behavior
Intellectual Stimulation
Turnover Intention
Inspirational Motivation
Moral Integrity
Figure 1. Graphical model of transformational leadership theory as it applies to
examining turnover intentions.
Significance of the Study
Organizational leaders are faced with maximizing profitability. Therefore
organizational leaders seek to minimize employee turnover to maximize profitability and
maintain critical knowledge capital within their organizations. This study is significant to
business practice in that it may provide a practical model for understanding better the
relationship between transformational leadership characteristics and employee turnover
intentions. A significant predictive model can aid and support leaders in predicting
turnover intentions, and more important, employing interventions to mitigate employee
turnover intentions. The implications for positive social change include to potential
provide significant knowledge to organizational leaders conducive to minimizing
turnover and maximizing profitability.
References
Bothma, C. F., & Roodt, G. (2012). Work-based identity and work engagement as potential
antecedents of task performance and turnover intention: Unravelling a complex
relationship. SA Journal of Industrial Psychology, 38, 27-44. doi:10.4102/sajip.v38i1.893
Burns, J. M. (1978). Leadership. New York, NY: Harper
Hom, P. W., Mitchell, T. R., & Lee, T. W., & Griffeth, (2012). Reviewing employee turnover:
Focusing on proximal withdrawal states and an expanded criterion. Psychological
Bulletin, 138, 831-858. doi:10.1037/a0027983.
Orcher, L. T. (2014). Conducting research: social and behavioral methods (2nd ed.). Glendale,
CA: Pyrczak Publishing.
Pallant, J. (2013). SPSS survivor manual: A step-by-step guide to data analysis using SPSS for
Windows (5th ed.). Berkshire, England: Open University Press.
Siddiqi, M. A. (2013). Examining work engagement as a precursor to turnover intentions of
service employees. International Journal of Information, Business and Management,
5(4), 118-132. Retrieved from http://ijibm.elitehall.com
Yin, R. K. (2014). Case study research: Design and methods (5th ed.). London: SAGE
Publications.
Appendix C - DBA Prospectus Rubric
Section 1
Foundation of the Study
(FOR PROPOSAL & DBA DOCTORAL STUDY DOCUMENTS)
Quality Indicators
(1.3) Problem Statement
a. Provides a “current” hook6 supported by peer reviewed or government
citation less than 5-years old from anticipated graduation date.
b. Provides a “current” data driven7 anchor supported by peer reviewed
or government citation less than 5-years old from anticipated
completion date
c. States the general business problem Note: This element should start as
follows: The general business problem is…
d. States the specific business problem. Be sure to state who has the
specific problem (i.e. small business leaders, project managers, supply
chain managers, etc.) Note: This element should start as follows: The
specific business problem is that some (identify who has the
problem)…
e. Ensures the specific business problem aligns with the research
question and purpose statement.
f. It is recommended that the Problem Statement be approximately 150
words.
g.
• Check with Ulrich’s Periodical Directory
http://library.waldenu.edu/728.htm to ensure citations are peer
reviewed.8
• See Problem Statement Video Tutorial at:
http://youtu.be/IYWzCYyrgpo.
The hook should be a succinct wow statement to catch the reader’s attention.
An anchor comprises a number, percentage, dollar value, ratio, index, etc.
8
Ulrich’s is not 100% correct; it is still up to the student to verify via the journal home page.
6
7
Type Met,
Not Met, or
N/A in Each
Cell
Section 1
Foundation of the Study
(FOR PROPOSAL & DBA DOCTORAL STUDY DOCUMENTS)
Quality Indicators
Type Met,
Not Met, or
N/A in Each
Cell
(1.4) Purpose Statement: Describes the intent of the research9. The Purpose Statement is
a mini story and recommended to be approximately 200 words. The Purpose Statement
must address the following six elements:
a. Identifies the research method as qualitative10, quantitative, or mixedmethods.
b. Identifies research design (i.e. case study, phenomenological, quasiexperimental, correlational, etc.).
c. If quantitative or mixed method: Identifies a minimum of two
independent (experimental/quasi-experimental designs) or predictor
(correlational designs) and dependent variable(s). Note: The
quantitative study must include at least two independent/predictor
variables.
d. Identifies specific population11 group for proposed study.
e. Identifies geographic location of the study.
f. Identifies contribution to social change.
g. Ensures the first sentence links/aligns directly with the specific business
problem.
• See Purpose Statement Video Tutorial at: http://youtu.be/pLP4r0mfT9A.
(1.5) Nature of the Study:12 Provides a brief discussion on the research method (i.e.
quantitative or qualitative) and design (i.e. correlation for quantitative study;
phenomenological, case study, etc., for a qualitative design); cite a minimum of one source
(The method and design will be discussed in greater detail in Section 2).
• Note: A single paragraph can be used for each component: one for the method and one
for the design.
9
The first sentence of the purpose statement must align with the research question and specific business problem in
the problem statement.
10
Visit the Center for Research Quality qualitative methodology tutorial at:
http://researchcenter.waldenu.edu/Research-Resources.htm
11
A research population is generally a large collection of individuals or objects that is the main focus of a scientific
query. Do not identify sample/participants.
12
A single paragraph can be used for each component: one for the method and one for the design.
a. Identifies the selection of one method (qualitative, quantitative, or mixed
methods) and why other methods would not work (cite a minimum of
one source).
b. Identifies the selection of the design (within the method) and why it was
selected over other designs (cite a minimum of one source).
(1.6) Research Questions (Quantitative Only)
a. Lists research question(s) in about 10-15 words (20 words max).
b. Ensures research question(s)13 aligns with the specific business
problem and first line of the Purpose Statement.
c. Includes the independent/predictor, covariates (control variables),
mediator/moderator, etc., and dependent variables as identified in the
Purpose Statement.
d. Lists research sub-questions that align with each hypotheses set.
(1.7) Hypotheses (Quantitative/Mixed-Method Only): States, in accurate
format, the null and alternative hypotheses for each research question14.
(1.8) Research Question - Qualitative Only
a. Lists overarching research question in about 10-15 words (20 words
max).
b. Ensures research question aligns with the specific Business Problem
and Purpose Statement.
Section 1
Foundation of the Study
(FOR PROPOSAL & DBA DOCTORAL STUDY DOCUMENTS)
Quality Indicators
Type Met,
Not Met, or
N/A in Each
Cell
(1.9) Interview Questions - Qualitative Only
a. Lists each interview or focus group question. Questions must contribute
knowledge to the research question and be informed by the
theoretical/conceptual framework.
13
The research question(s) must contain the independent variables, covariates, and mediator/moderator variables,
etc. The research question must contain the dependent variable(s) identified in the Purpose Statement.
14
Hypotheses must include the same variables identified in the research question.
b. Ensures interview/focus group questions align with the research
question and theoretical/conceptual framework.
(1.10) Theoretical/Conceptual Framework15: Clearly and concisely identify the
theory/conceptual framework. In quantitative studies, the theoretical framework is the
appropriate term and in qualitative studies the conceptual framework is the appropriate
term. The student will articulate the theoretical/conceptual framework with concepts from
the literature to ground and complement the applied business study.
• This component should not exceed one page. It will be expanded upon in the literature
review. See Theoretical/Conceptual Framework Video Tutorial at: http://youtu.be/P01xVTIVC8
a. Identifies and describes the theory or conceptual model for
theoretical/conceptual framework.
b. Identifies theorist(s) of the theory or conceptual model for
theoretical/conceptual framework (if applicable).
c. Identifies date of the theory or conceptual model for
theoretical/conceptual framework (if applicable).16
d. Identifies key concepts/propositions/tenets of the theory or conceptual
model for theoretical/conceptual framework.
e. Identifies how/why the theory or conceptual model for
theoretical/conceptual framework is applicable and fits/applies to the
study.
(1.13) Significance of the Study17
a. States why the study is of value to business.
b. States how this study may contribute to effective practice of business
(improvement of business practice).
c. Identifies how the results might contribute to positive social change.
15
The theory/conceptual framework informs the research (quantitative) and interview (qualitative) questions. Be
sure to review the Theoretical/Conceptual Framework Video Tutorial at: http://youtu.be/P-01xVTIVC8.
16
Some literature identifies the specific date the theorist introduced the theory; provide this date if this is the case. If
not, then it’s not applicable.
17
This area is important in determining Doc Study of the Year Award-justify well.
General Comments
Comments on the following indicators of quality apply to the
manuscript as a whole.
Writing Style and Composition
The DBA Doctoral Prospectus is written in scholarly language (accurate,
balanced, objective, tentative). The writing is clear, precise, and avoids
redundancy/errors. Statements are specific and topical sentences are
established for paragraphs. The flow of words is smooth and comprehensible.
Bridges are established between ideas. Few direct quotes exist.
Organization and Form
The Prospectus addresses the following organization and form requirements:
a. Is logically and comprehensively organized, using subheadings where
appropriate,
b. Has a professional, scholarly appearance,
c. Is written with correct grammar, punctuation, and spelling; does not
contain anthropomorphisms
d. Includes citations for the following: quotations, paraphrasing, facts, and
references to research studies
e. In-text citations are in the reference list; references have corresponding
in-text citations, and
f. Tables and Figures are appropriately in APA, 6th edition format.
Type Met,
Not met, or
N/A in Each
Cell
Appendix D
(Qualitative Example)
1
Student Name
Doctor of Business Administration Prospectus – Finance
Submitted in Partial Fulfillment of the Requirements for the Degree
of
Doctor of Business Administration
Walden University
A00540882
March 2023
2
Prospectus: Strategies for Retaining Night Audit Employees in the Hotel Industry
Problem Statement
Employee turnover is costly to the hotel industry because it disrupts business operations by
adding additional costs of hiring and training new personnel (Ramall, 2014). The estimated cost
of hotel employee turnover is 30% of the annual staff wages (Ferreira, 2017). The general
business problem is that the high rate of turnover among hotel front desk positions may lead to
poor customer service and lost profits. The specific business problem is that some hotel leaders
lack strategies for retaining front desk night audit employees.
Purpose Statement
The purpose of this qualitative study is to explore strategies some hotel leaders use for retaining
front desk night audit employees. The population of the study involves two hotels that have a
low turnover during the night audit shift, in Virginia Beach, VA. The implication for positive
social change is job security continued employment, which in effect improves standards of
living.
Nature of study
The researcher will focus on a qualitative method of research design. This will aid in the nature
of the environment the data will be sourced. A qualitative study aids the researcher to observe
the research participants in their natural environments (Eide & Showalter, 2012). The advantage
of this kind of research is that the researcher does not dwell on gathering information that is far
from the lived experiences of the participants targeted. According to Barratt, Choi, and Li
(2011), a quantitative approach would not be appropriate when a researcher is not seeking to
3
explain a cause and effect relationship. Further, Sparkes (2014), implied that a mixed-methods
approach consisting of both qualitative and quantitative research designs enables a researcher to
seek the information needed to solve a problem instead of identifying the cause of the problem in
accordance to the way the researcher is finding strategies to retain night audit employees and not
reasons that cause high employee turnover. The intent of the study is to explore the similarities
and differences of target populations of various case studies in order to inform basis (Stake,
1995) and find evidence from various relevant sources.
Research Question
What strategies do hotel leaders use for retaining front desk night audit employees?
Interview Questions
1. What strategies does the company use to achieve a low turnover rate on the night audit
shift?
2. Which of these strategies has been effective in keeping a low turnover rate on the night
audit shift?
3. How have the strategies been effective in keeping a low turnover rate on the night audit
shift?
4. How do you measure, or otherwise assess, the effectiveness of these strategies?
5. What factors do front desk night audit employees say make them satisfied with their
employment?
4
6. What factors do front desk night audit employees say make them dissatisfied with their
employment in your company?
7. How do you address the factors that cause them to be dissatisfied?
8. What else could you tell me that would help me understand the strategies you use to
retain front desk night audit employees?
5
References
Barratt, M., Choi, T. Y., & Li, M. (2011). Qualitative case studies in operations
management: Trends, research outcomes, and future research implications.
Journal of Operations Management, 29, 329-342. doi:10.1016/j.jom.2010.06.002
Davis, O. A. (2018). Strategies for Low Employee Turnover in the Hotel Industry. Scholar
works.
www.ezp.waldenulibrary.org/login?url=https://search.ebscohost.com/login.aspx?direct=tr
ue&db=ir00976a&AN=wldu.dissertations.6348&site=eds-live&scope=site
Eide, E. R., & Showalter, M. H. (2012). Methods matter: Improving causal inference in
Educational and social science research: A review article. Economics of Education
Review, 31, 744-748. doi:10.1016/j.econedurev.2012.05.010.
Ferreira, A. I., Martinez, L. F., Lamelas, J. P., & Rodrigues, R. I. (2017). Mediation of job
embeddedness and satisfaction in the relationship between task characteristic and
turnover: A multilevel study in Portuguese hotels. International Journal of Contemporary
Hospitality Management, 29, 248–267. doi:10.1108/IJCHM-03 2015-0126
Francis, D., & Les Roches J. J. (2017, July). Socialization and friendship as the panacea for
turnover in the hospitality industry. In ICICKM 2017 14th International Conference on
Intellectual Capital Knowledge Management &Organizational Learning.
Houghton, C., Casey, D., Shaw, D., & Murphy, K. (2013). Rigour in qualitative case-study
research. Nurse Researcher, 20, 12-17. doi:10.7748/nr2013.03.20.4.12. e326
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Krstic, B., Kahrovic, E., & Stanisic, T. (2015). Business process management in the hotel
industry: A proposed framework. Ekonomika, 61, 21-34.
doi:10.5937/ekonomika1504021K
Leite, N. R. P., Rodrigues, A. C. D. A., & Albuquerque, L. G. D. (2014). Organizational
Commitment and Job Satisfaction: What Are the Potential Relationships? Bar: Brazilian
Administration Review, 11, 4, 476-495.
Lewis, S. (2015). Qualitative inquiry and research design: Choosing among five approaches.
Health Promotion Practice, 16, 473-475. doi:10.1177/1524839915580941
Ramall, S. (2014). A review of employee motivation theories and their implications for
employee retention within organizations. Journal of American Academy of Business, 5,
52‐63. doi:10.1108/IJOA-08-2015-0900
Russ, T. L. (2011). The relationship between Theory X / Y: Assumptions and
communication apprehension. Leadership & Organization Development Journal,
34, 238-249. doi:10.1108/01437731311326675
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Sparkes, A. C. (2014). Developing mixed methods research in sport and exercise
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psychology: Critical reflections on five points of controversy. Psychology of Sport
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Vroom, V. (2013). Expectancy theory. In E. Kessler (Ed.), Encyclopedia of management
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8
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