Walden Doctor of Business Administration Prospectus Employee Turnover Paper

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There is room for improvement in your nature of the study item. I think the most important place to start is with this, as you have not explained "why it was selected over other designs."

Identifies the selection of the design (within the method) and why it was selected over other designs (cite a minimum of one source).

Please tell me why designs other than the case study are not good fits for your proposed research. The usual approach (which works) Is to describe the design (e.g., ethnography), explain what it is good for, and cite appropriately. You may also write about how it is conducted and -- if relevant -- what data sources are used. (In ethnography, researchers use much the same data sources as in other case studies.) Then tell the reader why it is not the best choice, or is not an appropriate choice for your study. Do the same for another design, such as phenomenology. One reason not to use phen for the study of strategies, is that phen researchers often use only one data source: interviews.

You may see some examples of how to do this in recent Walden DBA studies by Dr. Kishore Maranganti, Dr. Patrick Mphaka, and Dr. Odetha Davis. All of the students whom I have chaired have explained these issues.

Your fine

professor notes

It is good that you are posting your ideas about NoS and the CF. With regard to NoS, you need to tell us why mixed methods are not suitable. You need to do the same with regard to design. For example, why is phenomenology not suitable? Did you consider ethnography and other designs? If so, why is it (or why are they) not suitable for your study?

In terms of the CF, please explain how the three concepts you mentioned relate to motivation. How do the three aspects of expectancy theory tie together? Is there some sort of predictive or explanatory relationship between valence, etc? That is really what the term "tenet" is about. Next, how might understanding motivation help you understand strategies employers use to retain hotel night shift front desk employees?

With regard to posting drafts of components, please always post the criteria from the rubric with your drafts. Rate yourself on each criterion, and indicate what else you need to do in order to meet the criteria.

Thanks.

Prospectus

  • S1 – Problem Statement
  • S1 – Purpose Statement
  • S1 – Nature of the Study
  • S1 – Research Question(s)
  • S1 – Hypotheses Interview Questions (qualitative)
  • S1 – Theoretical Framework (quantitative) or Conceptual Framework (qualitative)
  • S1 – Significance of the Study

I attached the highlighted portions that he says are fine

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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 o rin t e r n a lu s e o n 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 6 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 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, 824-833. Sebastian, R. J., & Davison, B. (2011). The root causes of contract administration problems. Journal of Public Procurement, 11, 171-189. Sparkes, A. C. (2014). Developing mixed methods research in sport and exercise 7 psychology: Critical reflections on five points of controversy. Psychology of Sport and Exercise, 16, 49-58. doi:10.1016/j.psychsport.2014.08.014 Stake, R. (1995). The art of case study research. Thousand Oaks, CA: Sage. 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. www.zh.wttc.org/-/media/files/reports/economic-impact-171research/regional- 2 2015/world2015 8
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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
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 data that is used to in this research is obtained from two
hotels that have a low turnover during the night audit shift, in Virginia Beach, VA. The possible
outcome of a positive social change is job security that results in continued employment, which
in the long run improves the living standards.
Nature of study
The qualitative method of research will be the appropriate design of data collection that
the researcher will employ during their study. Qualitative method of analysis will aid in the
understanding of the nature of the environment that the data will be sourced. The advantage of
this kind of research is that the researcher does not have to spend a lot of time in gathering the
information that is not related to the experiences of the targeted participants (Lewis, 2015). The
quantitative approach would not be appropriate for this kind of research since the researcher is
not seeking to explain the cause and effect relationship (Barratt et., al 2011). Additionally, a
mixed-methods approach consisting of both qualitative and quantitative research designs enables
a researcher to acquire information that ...


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