Implementation Of 20-Hour Week Plan: Qualitative Research Approach

Objectives of the research

Discuss about the Implementation of 20-Hour Week Plan.

The firm is seeking to determine how they can improve the quality of their services to the customers. Moreover, the firm aims at creating an enabling working condition for their employees. The decision for improvement was reached after reading the news article about one successful company that has implemented a 20-hour week plan. The company has therefore decided to conduct qualitative research that will help determine the two conditions. The firm decided to do a free six month trial of a new plan project. The project implementation will be part of the research.  The project helps determine the practical part of the study. The company has decided that the best research method is qualitatively based on the type of the problem the firm is seeking to solve (Dabholkar 2015). The research plan is supposed to help justify the 20 hours a week work plan. The chief proposes of the work plan are the firm’s partners.

• To describe advantages and disadvantages of 20-hour-work plan a week on staff  and the client receiving the accounting services.
• Describe the problems that both staff and client encounter with the new method.
• Find out staff suggestions on what to do to improve client service.
• Describe how to maintain the 20 hour work week

The research is supposed to take a qualitative approach and method of study. The reasons for using this approach are. The nature of data collected. The data to be obtained from the participants will be their experiences and feelings (Flick 2014). These two forms of data are impossible to quantify. They can only be expository and described. These, therefore, promotes the use of the qualitative approach. The participants are not going to give figures and quantifiable data. There are no measurements of any forms in the form of data collected. There are only feelings. Feelings are bets described qualitatively.

The approach is good at managing data without destroying complexity and context. A qualitative approach is just because it does not manipulate the participants into the researcher’s view or perspective but lets the participant express their feelings and experiences as they can. The research targets clients and staff members to express themselves as free as they can (Holloway and Galvin 2016). These are only achieved when they are in their natural positions as they could be. The qualitative approach, therefore, provides that space of being natural and expressing oneself freely (Porter and Kramer 2019).

The central purpose of the research is to understand the phenomenon deeply. The phenomenon should, therefore, be exploited by the use of particular central themes that the word will rotate around. These central themes can further be utilized by describing and explaining the further. For the research, we are seeking to determine the impact of improved services on both the client and the staff. These are therefore the central theme. This central theme can only be exploited through descriptive words and explanations. These will, thus, lead us to use the qualitative approach to research.

Research approach

The research method is also the best to use for participants who want to justify their perceptions. The different viewpoints by the participants make a crucial part of the research. It is their justification that will lead to determining the cause of action by the partners. The rationale for the participant’s feelings and perception can only be exploited if the qualitative approach is used.

The staff participants will be selected from the ones that operate during the working hours that have so many clients wanting to be served. This time is always between 10 am in the morning to noon. During this hours the cues usually are very long, and there could be no better population that staff who work at this time.

The staff will be chosen from the time where the cues are very long. The time when they serve so many people and therefore the get opinions from so many people. This will be the best time to get the response from the staff as they have to serve impatient and annoying clients. These situations provide for the best population to be used.

The sampling method that would be used helps to determine the size. 

The method that would be used in sampling will help determine the sample size that will be needed. For example, if we use stratified sampling, each stratum will need members. Therefore we will evaluate sample size from the same. For our case, we are planning to use random sampling. Consequently the numbers will be picked at random for the size.

The number of responses. Since we have more than five answers for each participant and we will need instinct and justified a reason to participate (Burwell 2015). This, therefore, means that we will take a few sample participants from the staffs but the ones who will give an instinctive response.

How the sample of participants will be chosen

Since we shall have determined the exact number needed in the research, we will require two methods to select the sample from the general participants.

Snowball sampling.  This method focuses on the specific audience that is needed. In this case since the rise, arch needs appropriate responses about what the research is looking to determine.

Since this research is a qualitative one and requires a lot of justification, the staff who show high levels of confidence will while being served are the ones who will be selected for the research. Since it is expected that they will give honest feedback that will help the partners get the desired result.

The population from which the participants will be selected

Since the staff of the accounting firm is all professionals. For research purposes, we will use the specific team that we want. We will engage managers of different capacities. We will also consider gender in determining the sample that will be used for the research. This type of sampling focusing on specific individuals will ensure the proper direct feedback. Therefore the research will use quota and snowball sampling to select sample out of the population (Ross 2017).

Since the research uses a qualitative approach, the best methods are the ones that could help the participant express their feelings openly and freely (Gentles, Charles, Ploeg and McKibbon 2015). The chosen methods for the study are:

In-depth interview. The interview should be in-depth to allow for full expression. This will, therefore, influence the impact evaluation. The interview is supposed to make us understand the process of what is observable.

Open-ended questionnaires. The open-ended questionnaire should have general questions that guide the participant from going astray. However, it is designed to have less structure protocol so that the participant clarify as much as they can the issues they shall have raised (Graban 2016).

The method of data collection used is, therefore, open-ended questionnaires and in-depth interviews.

Staff: The staff will answer the following questions

What did you like and hate most during the 20 hour work week? This question is supposed to help in determining the first objective of the research, which is describing the advantages of the 20 hour work week plan. The problem if answered exhaustively will evaluate the implementation of the new plan (Glaser and Strauss 2017).

Giving reasons how do you rate it with the previous plan? This question is related to the last objective. The research will be determining the best plan that fits for the clients according to the staff opinion. The rating also helps in comparing the plan that is liked most between the two, so that it is not undermined (Dhar 2015).

What can be done to improve the 20 hour work week plan? This question will help focus on the last objective. It will determine the adjustments that can be done to ensure that the plan is readjusted and implemented well.

Transcription

The written analysis will be transcribed into a word that relates to the important data that the will fit into the research objectives (Merriam and Tisdell 2015). This first step of analysis will also detail level the different forms of collected data for example good might mean another thing from very good or excellent (Cameron and Green 2015). The different levels are required for projecting what the different aims and feelings represent.

Determining sample size

Coding into themes. This is the second step of data analysis. The themes with the same meaning are clustered together. The ideas that seem to agree are used to draw a particular conclusion and theme. The themes will be related to our research objectives.

Generalize the themes. The last step of data analysis. It involves relating the themes to particular literature that existed before. If there is no literature but to specific hypothesis that was already predetermined. In our research, we shall relate the themes to whether the work plan is good for the firm as already predetermined (Prince, Comas-Herrera, Knapp, Guerchet and Karagiannidou 2016).

Applying the research findings to non-accounting firms can have following limitations.

Reduced engagement of staff

The staff might look for part-time jobs since they shall have more free time than the engaged time. These will impact on the substantial profit margins especially if it’s a profit-making firm.

Loss of clients

Clients might get to other companies that provide more time and attention. Then the one that works very few hours. This is due to the syndrome that best service is readily available. The two are some of the limitations that a firm might get if it’s a non-accounting firm (Demerouti, Derks, Lieke and Bakker 2014).

The mixed method study combines the use of qualitative and quantitative data. The quantitative data is used first, and then figures are given. To justify these figures, the answers given during qualitative analysis come in handy. The solutions are used to prove that the numbers which had been obtained are factual and therefore qualify to establish the study. The three methods of research could use the answers from the qualitative data (Ikemoto, Taliaferro, Fenton and Davis 2014).

This method involves following procedures in giving explanations. The first in the sequence is providing the data from the quantitative collection. The second in the series is giving reasons that prove the data presented from quantitative analysis.

The data collected by quantitative data is presented. The same data is used for analysis but by the answer from qualitative answers. The answers given are supposed to describe and analyze the quantitative data. By analysis, therefore, it doesn’t explain as to why the data is in that case. The method only applies partially to the expected answers. It does not apply fully to these methods.

The data is presented and analyzed at the same time. This method can use the answers from qualitative data. For every displayed information, a countering explanation is given to it. In the end, the study shall have the same findings but with two different methods.

How the sample of participants will be chosen

There is no single definition of participatory budget. The definition varies from context, but it can define as

A process through which the public that includes, a local community, local governments and residents conjoint in a decision-making process of determining how the allocation of public resources, investments and funds will be allocated for different uses within the area of locality(Cohan and Usman 2016).

This definition is from a reliable source. The definition is from Cohan whose book has been used over the years in teaching participatory budget report. This, therefore, makes the definition a valid one and the source too is valid.

Finding Literature    

• Avritzer, L., 2010. Living in a democracy: Participation and its impact on the living conditions of the poor. Latin American Research Review, 45(4), pp.166-185.

• Hackler, D. and Saxton, G.D., 2007. The strategic use of information technology by nonprofit organizations: Increasing capacity and untapped potential. Public Administration Review, 67(3), pp.474-487.

• Allison, M. and Kaye, J., 2011. Strategic planning for nonprofit organizations: A practical guide and workbook. John Wiley & Sons.

• LeRoux, K., 2009. Paternalistic or participatory governance? Examining opportunities for client participation in nonprofit social service organizations. Public Administration Review, 69(3), pp.504-517.

According to the first article public budgeting empower employee and stakeholders to take a more active role in the development of the organization (Avritzer 2010)

According to the second article participatory budget improve accountability and transparency for people who hold different positions I the organization (LeRoux 2009).

According to the third article improves relationships between officials of the company and constituents (Hackler and Saxton 2007)

Shifting of priorities to more pressing concerns of the organization and planning for less serious one that is according to the fourth article (Allison and Kaye 2011)

Argument of the benefits given above

Greater involvement of people I budgeting of an organization makes issues that were previously ignored to be considered significant. An investment that can wait are delayed but planned for while immediate ones are allocated for funds

The participatory budget has led to employees of the organization to have good relationships with their bosses. This is because they feel connected to them through active participation (Goetsch and Davis 2014).

The organization’s transparency and accountability increases as every employee are bound to knowing what revenue and profits are made. It is therefore difficult to interfere with profit and profit margins for fear of getting caught. The authorities, therefore, are responsible and accountable.

The theory of Hofstede was used to develop and quantify cultural differences. According to his 2010 dimension of power generated from his edition of the book cultures and organization. He developed four dimensions of culture; power distance, individualism, uncertainty, and masculinity.

A focus on power distance explains that. The less fortunate in a society or a culture, accept that power is unequally distributed to them. Apart from the acceptance, they also do expect that power will be unevenly distributed.

Individualism; Hofstede focused on whether people who exist in a particular culture prefer working alone. He also focused on the reason why they prefer being left alone rather than operating in public groups.

Level of confidence of the participants

Culture and participation in budgeting

Research has found out that those on the upper power distance take less interest in budgetary participation of organization (Sallis 2014.). These findings are based on their job satisfaction. The people on the lower end of power distance are very interested in the budgetary participation. They seek to withdraw from the inequality. Therefore job satisfaction alone connects power distance to budget participation (Merriam and Tisdell 2015).

Institutional frameworks

The institutional background of the participation is critical. There has to be a legal framework that provides for ensuring that all the stakeholders participate in the budgeting process. If there are no rules that provide for that, the participation does not happen. Some rules exclude particular stakeholders from participation. This exclusion can only be provided for by the legal framework.

Structure

The institutional structure of an organization provides for means of budgeting. There are cases where the public participation is the last thing that happens just before implementation. In that case, nothing changes. There are cases where after public participation structures are developed again to implement what the public have considered essential.

Social-factors

Plays a crucial factor in influencing an organization budgeting participation. There are exclusionary social practices that undermine particular groups of people. Some people are denied participation due to religion, sexual orientation and other social factors (European Foundation for the Improvement of Living and Working Conditions 2014).

An introductory paragraph

Public participation is one of the most important aspects of budgeting. Although influenced by many factors, the most important thing is making the assistance of the least stakeholders, so that they feel part of the organization. Regulations should also be developed to provide for the legal involvement of the public in an organizations budgeting.

References

Allison, M. and Kaye, J., 2011. Strategic planning for nonprofit organizations: A practical guide and workbook. John Wiley & Sons.

Avritzer, L., 2010. Living in a democracy: Participation and its impact on the living conditions of the poor. Latin American Research Review, 45(4), pp.166-185.

Burwell, S.M., 2015. Setting value-based payment goals—HHS efforts to improve US health care. N Engl J Med, 372(10), pp.897-899.

Cameron, E. and Green, M., 2015. Making sense of change management: A complete guide to the models, tools and techniques of organizational change. Kogan Page Publishers.

Dabholkar, P.A., 2015. How to improve perceived service quality by increasing customer participation. In Proceedings of the 1990 academy of marketing science (AMS) annual conference (pp. 483-487). Springer, Cham.

Demerouti, E., Derks, D., Lieke, L. and Bakker, A.B., 2014. New ways of working: Impact on working conditions, work–family balance, and well-being. In The impact of ICT on quality of working life (pp. 123-141). Springer, Dordrecht.

Dhar, R.L., 2015. Service quality and the training of employees: The mediating role of organizational commitment. Tourism Management, 46, pp.419-430.

European Foundation for the Improvement of Living and Working Conditions, 2014. Changes over time–First findings from the fifth European Working Conditions Survey. Publications Office of the European Union.

Flick, U., 2014. An introduction to qualitative research. Sage.

Gentles, S.J., Charles, C., Ploeg, J. and McKibbon, K.A., 2015. Sampling in qualitative research: Insights from an overview of the methods literature. The Qualitative Report, 20(11), p.1772.

Glaser, B.G. and Strauss, A.L., 2017. Discovery of grounded theory: Strategies for qualitative research. Routledge.

Goetsch, D.L. and Davis, S.B., 2014. Quality management for organizational excellence. Upper Saddle River, NJ: pearson.

Graban, M., 2016. Lean hospitals: improving quality, patient safety, and employee engagement. CRC press.

Hackler, D. and Saxton, G.D., 2007. The strategic use of information technology by nonprofit organizations: Increasing capacity and untapped potential. Public Administration Review, 67(3), pp.474-487.

Holloway, I. and Galvin, K., 2016. Qualitative research in nursing and healthcare. John Wiley & Sons.

Ikemoto, G., Taliaferro, L., Fenton, B. and Davis, J., 2014. Great Principals at Scale: Creating District Conditions That Enable All Principals to Be Effective. New Leaders.

 LeRoux, K., 2009. Paternalistic or participatory governance? Examining opportunities for client participation in nonprofit social service organizations. Public Administration Review, 69(3), pp.504-517.

Merriam, S.B. and Tisdell, E.J., 2015. Qualitative research: A guide to design and implementation. John Wiley & Sons.

Porter, M.E. and Kramer, M.R., 2019. Creating shared value. In Managing Sustainable Business (pp. 327-350). Springer, Dordrecht.

Prince, M., Comas-Herrera, A., Knapp, M., Guerchet, M. and Karagiannidou, M., 2016. World Alzheimer report 2016: improving healthcare for people living with dementia: coverage, quality and costs now and in the future.

Ross, J.E., 2017. Total quality management: Text, cases, and readings. Routledge.

Sallis, E., 2014. Total quality management in education. Routledge.