Masters in Research in Management

Masters in Research in Management

January 2022

As part of the MRes in Management, you will complete a 24000 word dissertation. You will undertake a significant piece of research upon which the dissertation will be based.

You will shortly be assigned a supervisor who will guide and support you through the process of writing the dissertation. However, at this stage, we would like you to consider your research topic which will allow us to identify an academic member of staff who will be best suited to supporting your particular project. At this early point in the course, we do not expect you to have a fully formed view of your topic. The aim of this form is to find out your research interests

The supervisor will also have a mentoring role in the early stages of the process and will help you to think through some of the ideas which you may have.

At this point, I would ask you to complete the following form.

Name G Number A brief explanation of what topic you would like to research. At this stage, we are not expecting detailed research questions – we are looking for broad themes and topics in order to match students to academic staff members

Once you have completed the form, please submit to the Blackboard site HR4102.

 

Assignment 2: Scaffolded Literature Review

Assignment 2: Scaffolded Literature Review

  1. Introduction

This assignment aims to conduct a literature review on the topic of “What impact does transformational leadership have on improving organizational performance?” The assignment is divided into two parts, namely a synthesis matrix which presents the information in a tabular form to describe the source used, how the source was located, the main themes which are identified from the academic articles and which are explored in the literature review and a brief summary of how each article supports the argument. The next part is the literature review which critically evaluates the sources exploring different perspectives which exists in the area.

  1. Synthesis matrix

The synthesis matrix is presented below with synthesis of 30 articles on the area of transformational leadership on organisational performance.

S. No. Source/ reference How it was found Main themes How the source supports the argument
1 López-Cabarcos, M.Á., Vázquez-Rodríguez, P. and Quiñoá-Piñeiro, L.M., 2021. An approach to employees’ job performance through work environmental variables and leadership behaviours. Journal of Business Research. In press.

 

Google Scholar Lopez-Cabarcos et al (2021) conducted empirical research to find that transformational leadership allows for people-oriented management practices which leads to enhanced performance of employees. This leadership is thus recommended by the researchers. This support the premise that transformational leadership positive impacts organisational performance since enhanced employee job performance leads to improved organisational performance.
2 El Tarabishy, A., Hwang, W.S., Enriquez, J.L. and Kim, K.C., 2021. The empirical performance of humane entrepreneurship. Journal of the International Council for Small Business, pp.1-17. Google Scholar Al Tarabishy et al (2021) equates humane entrepreneurship with transformational leadership. The authors argue that transformational leaders motivate their followers to engage in innovative practices for the benefit of the whole organisation rather than their sole benefit. The combined enhancement of the innovation results in better organisational outcomes through creative and innovative ideas. This support the premise that transformational leadership results in innovative behaviour of employees which positively impacts organisational performance since enhanced innovation leads to improved organisational performance.
3 Gamage, A., 2021. Content and process approach to the job demands-resources model of emotional labour: A conceptual model. Public Money & Management, pp.1-9. Google Scholar Gamage (2021) presents a conceptual model about various approaches to the demands and requirements of jobs to affect the emotional labour. The author argues that transformational leaders influence employee engagement and well-being which in turn drives their performance. The transformational leadership impacts the approaches to the job and makes employees emotionally driven to perform their work. This ultimately enhances organisational performance. This support the premise that transformational leadership positively impacts organisational performance since transformational leader encourages emotional labour.
4 Kamundia, S.N. and Kombo, H.K., 2021. Influence Of Strategic Leadership On Strategy Implementation In Kenyan Universities. Journal of International Business, Innovation and Strategic Management5(3), pp.31-45. Google Scholar The article by Kamundia and Kombo (2021) explores the impacts of two strategic leadership styles i.e. transformational and transactional leadership. The research revealed that both styles of leadership positively impacts organisation’s strategy implementation when they were adopted alone or together. The authors thus recommend adoption of transformational and transactional leadership for implementing strategies which will improve organisational performance. This support the premise that transformational leadership positively impacts organisational performance by successfully implementing strategies.
5 Noviaristanti, S. ed., 2021. Contemporary Research on Business and Management: Proceedings of the International Seminar of Contemporary Research on Business and Management (ISCRBM 2020), 25-27 November 2020, Surabaya, Indonesia. CRC Press. Google Scholar Noviaristanti (2021) discusses various impacts of transformational leadership. Innovative behaviour of employees is noted to be a major result of transformational leadership as well as increasing psychological behaviour. The impact on employee engagement was also noted by the author. The transformational leadership was also found to impact employee well-being. This supports the premise that transformational leadership positively impacts organisational performance by enhancing employee innovation, engagement and well-being.
6 Pawirosumarto, S. and Astuti, P. 2020, Organizational Forgetting and Service Innovation Performance: The Mediation Role of Absorptive Capacity: A Moderated analysis. International Journal of Psychological Rehabilitation,24(1) . Google Scholar Pawirosumarto and Astuti (2020) explores how organisational forgetting results in service innovation performance since unlearning previous processes makes employees to engage in new innovations. The authors argue that transformational leadership plays a key in organisational forgetting and encouraging employees to engage in innovative behaviour. Transformational leadership allows for absorptive capacity in employees to drive their innovative capacities. Enhanced innovation in organisation thus ultimately results in improved organisational performance. This support the premise that transformational leadership results in innovative behaviour of employees which positively impacts organisational performance since enhanced innovation leads to improved organisational performance.
7 Purnama, B.R., Elmi, F. and Rimawan, E., 2021. The Effect of Organizational Commitment, Perceived Organizational Support on Millennial Employee Performance through Employee Engagement as an Intervening Variable (Case Study of the Pandemic Era at PT Bank DKI City Hall Cluster, Central Jakarta). NVEO-NATURAL VOLATILES & ESSENTIAL OILS Journal| NVEO, pp.2767-2781. Google Scholar The authors discussed the how transformational leaders can enhance readiness to change in employees which led employees to perform well during COVID 19 pandemic. The authors confirmed that this style of leadership enhance engagement levels of employees which leads to increased firm performance. This support the premises that transformational leadership enhances organisational performance through employee engagement
8 Abbas, S.K., 2021. Team building effect in improving employees’performance for government institutions. Academy of Entrepreneurship Journal27, pp.1-12. Google Scholar Abbas (2021) explores the idea of cooperation and collaboration between team members for the achievement of organisational aims and targets. The authors argue that a team’s success is influenced by the transformational leadership since transformational leaders makes the roles and responsibilities clear which in turn impacts organisational performance. This support the premise that transformational leadership positively impacts organisational performance since transformational leadership enhances team working and collaboration.
9 Zavari, M. and Afshar, M.R., 2021. The role of site manager transformational leadership in the construction project success. International Journal of Building Pathology and Adaptation. Vol. ahead-of-print No. ahead-of-print. Google Scholar The authors explored the influence of transformational leadership on the outcomes of the construction projects. The authors confirmed that construction industry is responsible for completing the construction projects not only on time and budget but also upto highest quality standards. The transformational leadership is found to ensure success of construction companies This support the premises that transformational leadership positively impacts the organisational performance
10 Kimakwa, S., Gonzalez, J.A. and Kaynak, H., 2021. Social Entrepreneur Servant Leadership and Social Venture Performance: How are They Related?. Journal of Business Ethics, pp.1-24. Google Scholar Kimakwa et al (2021) explored the differences between two styles of leadership i.e. transformational and servant. The authors confirmed that the transformational leadership and servant leadership are different since transformational leadership are based on styles which aim to achieve organisational outcomes whereas servant leaders’ duty is to serve their followers. This support the premise that transformational leaders help achieve organisational goals and thus organisational performance is enhanced
11 Alrowwad, A.A. and Abualoush, S.H., 2020. Innovation and intellectual capital as intermediary variables among transformational leadership, transactional leadership, and organizational performance. Journal of Management Development. Google Scholar The authors aimed to examine the mediating link between human capital and innovation on the association between transformational and transactional styles of leadership and firm performance. It was found that both transformational and transactional leadership result in organizational performance through intellectual capital and innovation. This support the premise that transformational leadership results in achieving enhanced organisational performance through development and encouragement of intellectual capital and innovation.
12 Akdere, M. and Egan, T., 2020. Transformational leadership and human resource development: Linking employee learning, job satisfaction, and organizational performance. Human Resource Development Quarterly31(4), pp.393-421. Google Scholar Akdere and Egan (2020) found leadership to be an important catalyst in improving employee productivity and flourishing a learning culture in the organisation. The research confirmed that transformational leaders plays a significant role in encouraging employee development and skills enhancement which leads to improvement in organisational performance. This supports the premise that transformational leadership improves organisational performance through enhanced employee learning and skills.
13 Le, B.P. and Tran, Q.T., 2020. Leadership practice for building trust of followers: Decisive factors of organizational performance. SEISENSE Journal of Management3(2), pp.45-57. Google Scholar The authors confirmed that leadership has a significant role in affecting organisational outcomes. The research found that transformational leadership positively affect organisational performance through enhancing followers trust. The author revealed that transformational leadership impacts operational and financial performance in organisations since leaders are able to make the followers trust them. This support the premise that transformational leadership positively impacts organisational performance since transformational leadership enhances follower trust which influences organisational performance.
14 Alhshedi, A., Bardai, B. and Al-Dubai, M., 2020. The effect of transformational leadership behavior on organizational performance in gold industry of Saudi Arabia. Journal of Process Management. New Technologies8(3). Google Scholar The authors investigated the influence of transformational leadership on the organisational outcomes in Saudi Arabian gold sector. The results revealed that transformational leadership affect workplace environment and employee satisfaction which in turn positively impacts organisational performance. The impact of transformational leadership was confirmed through affecting various factors of the working environment. This supports the premise that transformational leadership positively impacts organisational performance through enhancing ownership, working environment and employee involvement and motivation.
15 Yamin, M., 2020. Examining the role of transformational leadership and entrepreneurial orientation on employee retention with moderating role of competitive advantage. Management Science Letters10(2), pp.313-326. Google Scholar The author examines the role of transformational leadership on employee intention to continue their jobs and organisational performance. The research confirmed that transformational leadership affect employee retention through enhancing organisational environment, intrinsic motivation, organisational development and learning and knowledge management. The research confirmed that transformational leadership boosts employee retention which positively affects organisational performance. This support the premise that transformational leadership positively impacts organisational performance since employee retention is boosted through transformational leadership.
16 Ali, K.S. and Islam, M.A., 2020. Effective dimensions of leadership style for organizational performance: A conceptual study. International Journal of Management, Accounting and Economics7, pp.30-40. Google Scholar A conceptual paper by Ali and Islam (2020) conducted a detail review of previous studies to explore the role of various leadership styles on firm productivity. The review revealed that transformational , transactional and passive leadership styles are noted to be linked with enhanced organisational performance. The research also confirmed that the findings of this research are corroborated by previous findings. This supports the premise that transformational leadership positively impacts organisational performance
17 Razzaq, S., Sami, A. and Hammad, M., 2020. Transformational Leadership and Organizational Performance in Western & Non-Western Context: Systematic Review of 2019. International Journal of Entrepreneurial Research3(3), pp.58-60. Google Scholar The authors conducted review of 15 studies to explore effect of transformational leadership practice on firm outcomes. It was revealed that transformational leadership impacted organisational performance by enhancing employee satisfaction, motivation, organisational commitment and involvement. Transformational leaders were found to have shared vision and mission with their employees and encourage them to achieve these. This supports the premise that transformational leadership positively impacts organisational performance through shared vision, motivation and involvement
18 Budur, T., 2020. Effectiveness of transformational leadership among different cultures. International Journal of Social Sciences & Educational Studies7(3), pp.119-129. Google Scholar Budur (2020) investigated the impact of transformational leadership on organisational performance by assessing the cultures prevalent in the organisations to identify how transformational leadership is effective in different cultures. The author notes that significant literature confirms effectiveness of transformational leadership. It was found that transformational leadership is impactful in organisations which are innovative rather than organisations which are non-innovative. This supports the premise that transformational leadership positively impacts organisational performance however presence of appropriate culture should be ensured
19 Almaaitah, M., Alsafadi, Y., Altahat, S. and Yousfi, A., 2020. The effect of talent management on organizational performance improvement: The mediating role of organizational commitment. Management Science Letters10(12), pp.2937-2944. Google Scholar The influence of talent management on organisational productivity was investigated in this study. A model was proposed which hypothesised how transformational leadership moderate the link between talent management and organisational performance. It was revealed that transformational leadership impacted on organisational performance through enhancing talent management in organisations. This supports the premise that transformational leadership positively impacts organisational performance through enhancing talent management
20 Soomro, B.A., Mangi, S. and Shah, N., 2020. Strategic factors and significance of organizational innovation and organizational learning in organizational performance. European Journal of Innovation Management. Google Scholar The research attempted to empirically study the influence of various strategic factors including transformational leadership on organisational innovation and organisational learning. It was revealed that transformational style of leadership affect vision and working environment which in turn encourages employees to engage in learning and innovation. This ultimately impacts organisational performance. This supports the premise that transformational leadership positively impacts organisational performance through enhancing organisational learning and organisational innovation
21 Ahmad, M. and Ejaz, T., 2019. Transactional and Transformational leadership impact on Organizational Performance: Evidence from Textile sector of Pakistan. European Online Journal of Natural and Social Sciences: Proceedings8(2 (s)), pp.pp-97. Google Scholar Ahmad and Ejaz (2019) explored the impact of leadership methods (transactional and transformational) on organisational performance. The results revealed that both styles positively impacted organisational performance and must be adopted by the leaders. However, the transactional leadership was more impactful on organisational performance as compared to transformational leadership. This supports the premise that transformational leadership positively impacts organisational performance however transactional leadership was found to be more impactful
22 Nguyen, T.T.N. and Luu, T.M.N., 2019. Linking transformational leadership and organizational performance: an empirical investigation of manufacturing firms in Vietnam. Economics & Sociology12(2), pp.170-191. Google Scholar The research explores impact of transformational leadership and discusses how this style of leadership predicts organisational performance. The authors confirmed that transformational leadership positively influences organisational performance through organisational learning, organisational innovation and organisational culture. The authors confirmed the relationship of transformational leader with organisational performance. This supports the premise that transformational leadership positively impacts organisational performance since this influences organisational learning, organisational innovation and organisational culture
23 Buchanan, D.A. and Huczynski, A.A., 2019. Organizational behaviour. Pearson UK. From recommended reading on reading list Buchanan and Kcuzynski (2019) discuss the characteristics of transformational leadership and link these with the organisational performance. The authors reveal that transformational leaders aim to enhance the relationships with their followers. They offer to followers in exchange of what is desired by the leader. This motivates the employees to complete prescribed tasks successfully to achieve the established goals. This supports the premise that transformational leadership positively impacts organisational performance since enhanced employee job performance leads to improved organisational performance.
24 Atan, J.B. and Mahmood, N., 2019. The role of transformational leadership style in enhancing employees’ competency for organization performance. Management Science Letters9(13), pp.2191-2200. Google Scholar The authors examined how transformational leadership style when practiced in organisations leads to enhanced employee competency and in turn improves organisational performance. The empirical research confirmed strong link between transformational leadership styles, workers capabilities and firm productivity. It was found that transformational leadership positively affected employee competencies and employees enhanced competencies lead them to perform well for better organisational outcomes. This complements the view that transformational leadership has a positive impact on organisational performance through enhancing employee competencies
25 Owie, E.T., 2019. Organizational change and improved performance: The role of transformational leadership. Humanities, Management, Arts, Education & the Social Science7(4), pp.1-8. Google Scholar The author investigated the current dynamic environmental factors faced by the businesses would require organisations to be open to change. These change initiatives are needed to be adopted since the environmental factors affect organisations’ performances and appropriate strategies enhance organisations’ capabilities to manage the change. Adopting transformational leadership was noted to be key initiative for managing change and to achieve enhanced organisational performance. This confirms that transformational leadership positively impacts organisational performance
26 Chan, S.W., Ang, S.F., Andleeb, N., Ahmad, M.F. and Zaman, I., 2019. The influence of transformational leadership on organization innovation in Malaysian manufacturing industry. International Journal of Supply Chain Management8(2), pp.971-976. Google Scholar The authors examined various dimensions of leadership on the innovation outcomes of Malaysian manufacturing transformational organisations. It was revealed that four areas of transformational leadership were impactful on organisation innovation resulting in enhanced organisational outcomes. This links transformational leadership with positive organisational performance through enhancing organisation innovation
27 Nam, K.A. and Park, S., 2019. Factors influencing job performance: organizational learning culture, cultural intelligence, and transformational leadership. Performance Improvement Quarterly32(2), pp.137-158. Google Scholar Nam and Park (2019) aimed to investigate the impact of learning climate, intelligence and transformational leadership on the employee job performance. It was revealed that transformational leadership positively influences employee job performance. The authors argue that collective enhance of employee job performance results in enhanced organisational performance and thus strategies to enhance employee job performance must be adopted. This favours the view that transformational leadership has a positive impact on organisational performance through organisational learning culture and cultural intelligence.
28 Saad, G.B. and Abbas, M., 2019. The influence of transformational leadership on organizational and leadership effectiveness: An empirical case study of Pakistan. Amazonia Investiga8(21), pp.117-129. Google Scholar The authors examine the impact of transformational leadership style on firm outcomes while studying organizational innovation as a mediating variable. It was revealed that there is positive effect of transformational leadership on organisational outcomes though workers better outcomes and organisational innovation.

 

This is confirmed that transformational leadership has a positive influence on organisational performance through organisational innovation
29 Jackson, B. and Parry, K., 2018. A very short, fairly interesting and reasonably cheap book about studying leadership. Sage. From recommended reading on reading list Jackson and Parry (2018) analysed various leadership styles and how these impact the followers’ behaviours and outcomes. The authors argue that transformational leadership results in the creation and encouragement of transformational culture in the organisation which helps employees and the organisation to be more productive for the future. This study corroborates that transformational leadership has a positive effect on organisational performance through development of a transformational culture in the organisation which increased the productivity
30 Williams Jr, R., Raffo, D.M. and Clark, L.A., 2018. Charisma as an attribute of transformational leaders: what about credibility?. Journal of management development. 37(6). pp. 512-524 From recommended reading on reading list Williams et al (2018) attempted a review on existing transformational style of leadership literature and found that it has been agreed that this style of leadership has a positive effect on organisational outcomes. The moderating role of charisma has been revealed in the research in the relationship between transformational leadership and organisational performance This supports the premise that transformational style of leadership has a positive impact on organisational outcomes
  1. Critical literature Review

The synthesis matrix presented above provides a list of 30 sources addressing the effect of transformational leadership on organisational performance. This section presents the critical review of the sources demonstrating how different perspectives exist within the area of business and management research.

First and foremost, the literature search strategy is discussed to assess the credibility of the research process. Keywords search strategy was adopted as recommended by Galvan and Galvan (2017). The search on the Google Scholar was conducted using keywords “transformational leadership” and “organisational performance”. Words such as impact, influence, positive and negative were not used in the search of literature to avoid directing the search in a specific direction. This ensured that the resulting articles were free from selection bias as suggested by Hart (2018). Secondly, recent articles from year 2021, 2020, 2019 and 2018 were searched to retrieve latest research in the area. Lastly, few sources from the recommended list of reading were included which were appropriate for the research topic.

It can be seen that 28 out of 30 sources confirmed that transformational leadership has a strong effect on organisational performance. Only two studies (Budur, 2020; and Ahmad and Ejaz, 2019) suggested somewhat different from these 28 studies although the key premise remain the same i.e. strong effect of transformational leadership on organisational outcomes. Budur (2020) although suggested positive effect of transformational leadership on organisational performance, it was argued that the link is highly dependent on the inherent culture. The influence of transformational leadership on firm outcomes was found to be true for organisations which were innovation-based. The impact was not found to be existing for organisations which were not based on innovation. Ahmad and Ejaz (2019) on the other hand also agreed that transformational leadership positively impacted on organisational performance however transactional leadership was noted to have more impact than transformational leadership. Both the studies cannot be said to be against the main premise of strong impact of transformational leadership on firm outcomes, however, they both contributed towards identifying some different perspective. No other literature was found which identified these two perspectives although there were some literature which identified equal positive impact of two styles of leadership i.e. transformational and transactional on organisational outcomes such as Kamundia and Kombo (2021), Alrowwad and Abualoush (2020) and Ali and Islam (2020).

When the sources were reviewed, it was revealed that the effect of transformational leadership on firm outcomes was identified to be both direct and indirect. The literature which investigated the clear influence of transformational leadership on organisational performance explored how various attributes of transformational leadership such as inspiration, influence and shared vision result in enhanced organisational performance through improving employee performances. Studies such as López-Cabarcos et al (2021), Gamage (2021), Noviaristanti (2021), Purnama et al (2021), Abbas (2021), Akdere and Egan (2020), Alhshedi et al (2020), Yamin (2020), Razzaq et al (2020), Atan and Mahmood (2019) and Nam and Park (2019) linked the effect of transformational leadership on organisational performance through employee’s enhanced performance, learning, innovation, creativity and shared vision. No literature was found which contradicted with the link between transformational leadership with organisational performance through employee outcomes. It was thus confirmed that transformational leadership positively influences employees performances through improving their skills, competencies, learning, innovation and involvement. Since organisational performance is collective outcomes of the individual employee performances, the argument of these researchers that employees enhanced performance result in improved organisational performance is non-contradictory.

The literature which examined indirect impact of transformational style of leadership on organisational outcomes was through exploring the moderating role of transformational leadership on the relationship between variables such as innovation, organisational learning and employee competencies and organisational performance. Various studies explored the moderating role of transformational leadership such as Williams et al (2018) and Pawirosumarto and Astuti (2020) confirmed that transformational leadership moderates the relationship between various strategic initiatives such as employee learning, organisational culture, organisational innovation, intellectual capital development and other initiatives. These studies thus revealed that transformational leadership enhances the positive impacts of these strategic initiatives which in turn improve organisational performance.

The role of innovation was highly discussed in the research and the innovation culture and innovative behaviour was noted to be a major factor which was enhanced through transformational leadership and which impacted organisational performance (El Tarabishy et al, 2021; Noviaristanti, 2021; Pawirosumarto and Astuti, 2021; Alrowwad and Abualoush, 2020; Soomro et al, 2020; Nguyen and Luu, 2019; Chan et al, 2019). No research was found which contradicted the role of innovation on organisational performance through transformational leadership. It was confirmed that organisations which are innovative lead to enhanced outcomes in terms of operations and financial performance. Similarly, the effect of transformational leadership on organisational outcomes through organisational and employee learning was revealed through numerous studies such as Akdere and Egan (2020), Yamin (2020), Nguyen and Luu (2019) and Nam and Park (2019). No study was found which contradicted the positive influence of transformational leadership of employee and organisational learning and which negated the effect learning has on organisational performance.

The studies also discuss how various attributes of transformational leadership can affect organisational performances. The attributes of charisma, influence, inspiration and motivation were widely referred in the studies to engage and motivate employees leading to enhanced organisational performance (El Tarabishy et al, 2021; Gamage, 2021; Noviaristanti, 2021; Purnama et al, 2021; Chan et al, 2019; Williams et al, 2018). No study reviewed criticized any of the attributes of transformational leadership and thus it can be argued that transformational leadership style, behaviour and attributes collectively contributes towards enhancing organisational performance. Transformational leader’s capabilities to form positive relations with the followers have also been acknowledged in the studies to result in employee engagement and well-being and thus result in enhanced organisational performance (Gamage, 2021; Noviaristanti, 2021; Soomro et al, 2020).

  1. Conclusions

The synthesis matrix and literature review confirms that all of the studies selected for this review on transformational leadership and organisational performance confirms their positive relationship.

References

Abbas, S.K., 2021. Team Building Effect In Improving Employees’performance For Government Institutions. Academy of Entrepreneurship Journal27, pp.1-12.

Ahmad, M. and Ejaz, T., 2019. Transactional and Transformational leadership impact on Organizational Performance: Evidence from Textile sector of Pakistan. European Online Journal of Natural and Social Sciences: Proceedings8(2 (s)), pp.pp-97.

Akdere, M. and Egan, T., 2020. Transformational leadership and human resource development: Linking employee learning, job satisfaction, and organizational performance. Human Resource Development Quarterly31(4), pp.393-421.

Almaaitah, M., Alsafadi, Y., Altahat, S. and Yousfi, A., 2020. The effect of talent management on organizational performance improvement: The mediating role of organizational commitment. Management Science Letters10(12), pp.2937-2944.

Alrowwad, A.A. and Abualoush, S.H., 2020. Innovation and intellectual capital as intermediary variables among transformational leadership, transactional leadership, and organizational performance. Journal of Management Development.

Alhshedi, A., Bardai, B. and Al-Dubai, M., 2020. The effect of transformational leadership behavior on organizational performance in gold industry of Saudi Arabia. Journal of Process Management. New Technologies8(3).

Ali, K.S. and Islam, M.A., 2020. Effective dimensions of leadership style for organizational performance: A conceptual study. International Journal of Management, Accounting and Economics7, pp.30-40.

Buchanan, D.A. and Huczynski, A.A., 2019. Organizational behaviour. Pearson UK.

Budur, T., 2020. Effectiveness of transformational leadership among different cultures. International Journal of Social Sciences & Educational Studies7(3), pp.119-129.

Chan, S.W., Ang, S.F., Andleeb, N., Ahmad, M.F. and Zaman, I., 2019. The influence of transformational leadership on organization innovation in Malaysian manufacturing industry. International Journal of Supply Chain Management8(2), pp.971-976.

El Tarabishy, A., Hwang, W.S., Enriquez, J.L. and Kim, K.C., 2021. The empirical performance of humane entrepreneurship. Journal of the International Council for Small Business, pp.1-17.

Galvan, J.L. and Galvan, M.C., 2017. Writing literature reviews: A guide for students of the social and behavioral sciences. Routledge.

Gamage, A., 2021. Content and process approach to the job demands-resources model of emotional labour: A conceptual model. Public Money & Management, pp.1-9.

Hart, C., 2018. Doing a literature review: Releasing the research imagination.

Jackson, B. and Parry, K., 2018. A very short, fairly interesting and reasonably cheap book about studying leadership. Sage.

Kamundia, S.N. and Kombo, H.K., 2021. INFLUENCE OF STRATEGIC LEADERSHIP ON STRATEGY IMPLEMENTATION IN KENYAN UNIVERSITIES. Journal of International Business, Innovation and Strategic Management5(3), pp.31-45.

Kimakwa, S., Gonzalez, J.A. and Kaynak, H., 2021. Social Entrepreneur Servant Leadership and Social Venture Performance: How are They Related?. Journal of Business Ethics, pp.1-24.

Le, B.P. and Tran, Q.T., 2020. Leadership practice for building trust of followers: Decisive factors of organizational performance. SEISENSE Journal of Management3(2), pp.45-57.

López-Cabarcos, M.Á., Vázquez-Rodríguez, P. and Quiñoá-Piñeiro, L.M., 2021. An approach to employees’ job performance through work environmental variables and leadership behaviours. Journal of Business Research. In press.

Nam, K.A. and Park, S., 2019. Factors influencing job performance: organizational learning culture, cultural intelligence, and transformational leadership. Performance Improvement Quarterly32(2), pp.137-158.

Nguyen, T.T.N. and Luu, T.M.N., 2019. Linking transformational leadership and organizational performance: an empirical investigation of manufacturing firms in Vietnam. Economics & Sociology12(2), pp.170-191.

Noviaristanti, S. ed., 2021. Contemporary Research on Business and Management: Proceedings of the International Seminar of Contemporary Research on Business and Management (ISCRBM 2020), 25-27 November 2020, Surabaya, Indonesia. CRC Press.

Owie, E.T., 2019. Organizational change and improved performance: The role of transformational leadership. Humanities, Management, Arts, Education & the Social Science7(4), pp.1-8.

Pawirosumarto, S. and Astuti, P. 2020, Organizational Forgetting and Service Innovation Performance: The Mediation Role of Absorptive Capacity: A Moderated analysis. International Journal of Psychological Rehabilitation,24(1) .

Purnama, B.R., Elmi, F. and Rimawan, E., 2021. The Effect of Organizational Commitment, Perceived Organizational Support on Millennial Employee Performance through Employee Engagement as an Intervening Variable (Case Study of the Pandemic Era at PT Bank DKI City Hall Cluster, Central Jakarta). NVEO-NATURAL VOLATILES & ESSENTIAL OILS Journal| NVEO, pp.2767-2781.

Razzaq, S., Sami, A. and Hammad, M., 2020. Transformational Leadership and Organizational Performance in Western & Non-Western Context: Systematic Review of 2019. International Journal of Entrepreneurial Research3(3), pp.58-60.

Saad, G.B. and Abbas, M., 2019. The influence of transformational leadership on organizational and leadership effectiveness: An empirical case study of Pakistan. Amazonia Investiga8(21), pp.117-129.

Soomro, B.A., Mangi, S. and Shah, N., 2020. Strategic factors and significance of organizational innovation and organizational learning in organizational performance. European Journal of Innovation Management.

Williams Jr, R., Raffo, D.M. and Clark, L.A., 2018. Charisma as an attribute of transformational leaders: what about credibility?. Journal of management development. 37(6). pp. 512-524

Yamin, M., 2020. Examining the role of transformational leadership and entrepreneurial orientation on employee retention with moderating role of competitive advantage. Management Science Letters10(2), pp.313-326.

Zavari, M. and Afshar, M.R., 2021. The role of site manager transformational leadership in the construction project success. International Journal of Building Pathology and Adaptation. Vol. ahead-of-print No. ahead-of-print.

 

HR4100 Assignment 2

University of Central Lancashire logo

School of Management

UCLan Coursework Assessment Brief

Academic Year 2021/22 January Intake
Module Title: Critical Issues in Business and Management Research Module Code: HR4100 7
Assignment 2: Scaffolded Literature Review This assessment is worth 60% of the overall module mark
THE BRIEF/INSTRUCTIONS

In this assignment, you will write a critical review of the academic literature relating to one of the business and management topics listed below.

You must choose ONE of the following topics to undertake your literature review:

  • What has been the impact of Covid 19 on global supply chains?
  • How does employee engagement improve organizational performance?
  • How has social media changed how companies market their business?

A critical literature review is a “detailed overview of the significant literature available about your chosen topic, providing a discussion and critical evaluation, and using clear argument to contextualise and justify your research” (Saunders et al., 2018:33).

In this task, you will present how you have developed and structured your literature review by explaining how you have gathered your academic sources and how you have critically evaluated the way in which these sources support your literature review.

The assessment will consist of a synthesis matrix of 3000 words and a literature review of 1000 words.

The synthesis matrix will consist of information in tabular form where you will describe the source used, how you located the source (for example, which internet search engine you used to find the material, the main themes that you hoped to explore in the literature review, and a brief summary of how each academic article supports your argument). You should use around 30 academic sources with each source supported by 100 words of text.

In the literature review, you will provide a critical evaluation of the sources demonstrating how different perspectives exist within the area of business and management research. The literature review will be fully referenced within the text and in the Reference List using the Harvard system. The literature review must use robust and reputable academic sources. We expect you to use the University catalogue for your sources utilising academic textbooks and academic journals.

Please note: for this assignment, the sources that you use in the Synthesis Matrix should be the same ones which you will use writing the 1000 word literature review.

You only need one Reference List to cover both the Matrix and the Reference List.

You will find an example of a synthesis matrix on Blackboard:

https://portal.uclan.ac.uk/ultra/courses/_130492_1/cl/outline

The assessment criteria for this assignment are:

  • Critically research and select appropriate and relevant academic material on which to base your literature review
  • Create a synthesis matrix demonstrating and justifying your choice of academic material
  • Write a literature review using the material from the matrix to critically evaluate the arguments found within the academic literature
  • Reference the assignment accurately and comprehensively using the Harvard system of referencing

This assignment is designed to test the following learning outcomes:

  • Critically evaluate current issues in business and management
  • Critically assess academic literature in the areas of business and management research 
PREPARATION FOR THE ASSESSMENT

As part of the teaching programme, we will arrange assessment sessions organised by the International Support Tutor on writing the assessment. We will support the sessions in class with on-line support sessions running throughout February and March 2022.

You will have opportunity to submit a single short extract of your synthesis as a piece of formative assessment to support the assessment. However, your tutors will be unable to read full drafts of work. If you wish support and advice on the assessment, we can arrange a meeting where you can provide a verbal outline of the work you intend to present as a summative assessment.

At this level, you are expected to make full use of the academic sources provided on-line by the University. You need to make full use of the Reading List found at:

https://uclan.alma.exlibrisgroup.com/leganto/readinglist/searchlists/5403767320003821

Please remember that the Reading List is a starting point, and you should make use of the Internet search engines provided by the university. We do not recommend reliance on Google or Google Scholar – these engines will not provide full access to the academic material that you need for this assessment.

RELEASE DATES AND HAND IN DEADLINE

Assessment Release date: Monday 31 January 2022

Assessment Deadline Date and time: Friday 6 May 2022 23:59 UK time

Please note that this is the final time you can submit – not the time to submit!

Your feedback/feed forward and mark for this assessment will be provided by May 27 2022.

Please note that where work is submitted late, there may be a delay in providing feedback/feed forward and a mark.

SUBMISSION DETAILS

You will submit your assignment in one document. The synthesis matrix will consist of 3000 words and the literature review will consist of 1000 words (excluding the Reference List). The total word count should be 4000 words and the word count should not exceed or be less than 10% of the total. You must use the Harvard referencing system

You will submit the assignment into Turnitin by the deadline date and time. Please note any work submitted after the deadline will be treated as late unless you have been given an extension. Late work will be subject to a penalty – work submitted up to 5 days late will be capped at 40%, while work submitted after 5 days will be given a mark of 0%. You will access your feedback and grade from Turnitin. Please note that all grades are provisional pending a decision by a University Assessment Board.

HELP AND SUPPORT

  • We will run teaching and support sessions dedicated to the assessment, both during the block delivery and during the period February to April 2022 on-line. After the feedback is returned, we will run an on-line session to provide group feedback. Individual feedback will also be available if that is needed.
  • You will find information links to all our Library resources in the Library area of the Student Hub. For support with using these resources, please contact your subject librarian at SubjectLibrarians@uclan.ac.uk.
  • You can get support with your academic skills (academic writing, critical thinking and referencing) through WISER. For details of the WISER support services go to the Study Skills section of the Student Hub.
  • Lynne Gornall (Lgornall@uclan.ac.uk) is the International Support Tutor and will be working closely with the other members of the teaching team supporting our international students
  • If you have not yet made the university aware of any disability, specific learning difficulty, long-term health or mental health condition, please complete a Disclosure Form. The Inclusive Support team will then contact you to discuss reasonable adjustments and support relating to any disability.  For more information, visit the Inclusive Support page of the Student Hub.
  • To access mental health and wellbeing support, please complete our online referral form. Alternatively, you can email wellbeing@uclan.ac.uk, call 01772 893020, attend a drop-in, or visit our UCLan Wellbeing Service pages for more information.
  • If you have any other query or require further support you can contact Student Support via studentsupport@uclan.ac.uk.  Speak with us for advice on accessing all the University services as well as the Library services. Whatever your query, our expert staff will be able to help and support you. For more information please visit the Student Hub.
  • If you have any valid mitigating circumstances that mean you cannot meet an assessment submission deadline and you wish to request an extension, you will need to apply online prior to the deadline.
Disclaimer: The information provided in this assessment brief is correct at time of publication. In the unlikely event that any changes are deemed necessary, they will be communicated clearly via e-mail and a new version of this assessment brief will be circulated. Version: 1

 

HR4100: Critical Issues in Business and Management Research 

HR4100: Critical Issues in Business and Management Research

Summative Assessment

To be read in conjunction with the Assessment Brief

The assessment is based around the following academic article:

Abusalma, A., (2021), The effect of implementing artificial intelligence on job performance in commercial banks of Jordan, Management Science Letters, 11, pp, 2061-2070

You can find the article in the Reading List under Supplementary Texts Further Reading or you can access it through the main University Library catalogue.

http://www.growingscience.com/msl/Vol11/msl_2021_43.pdf

The article is free to view to UCLan students.

Your focus is not specifically the results of the study, but the way in which the research was undertaken. We recommend that you familiarise yourself with any research methods terms used in the paper with which you are unfamiliar.

Each student will have 5 minutes to briefly and succinctly:

Explain the aims of the research described in the article, focussing on:

  • What was the problem that the researcher sought to address?
  • Describe the goals of the study
  • What contribution to academic theory did the researcher achieve?

Once all students in the group have presented their introductory presentation, we will then consider the following questions.

Discussion Questions:

  • Reflecting on the literature review contained in pages 2062 to 2065 of the article, how would you describe the terms ‘artificial intelligence’ and ‘job performance’?
  • On pages 2066 and 2067, the researcher describes how he used certain key variables in his study. The researcher used his study of the academic literature to assist in this process of identifying these factors. How important is it for you to use academic literature in your academic writing and research? Give reasons for your answer
  • The research uses a quantitative approach – in considering your research when might it be appropriate to use a quantitative method and when might it be appropriate to use a qualitative method (for example, interviews)?
  • The researcher suggests the study is replicated with the same methods, but in a different country – in what practical ways could you use the research methods from an academic study and replicate that approach in your research? What are the benefits and risks in undertaking research in this way?
  • Reflecting on everything you have learned on this module (HR4100), what impact will this have on the way that you structure your research project? You can refer to any of the teaching sessions you attended

After the tutor has asked each question, the tutor will invite students to give their answers. This does not need to be in the same order in which people did their presentations. To allow each student to have the first opportunity to answer a question, at the tutor’s discretion, we may vary the order in which students answer.

HR4100: Critical Issues in Business and Management Research

Summative Assessment

To be read in conjunction with the Assessment Brief

The assessment is based around the following academic article:

Abusalma, A., (2021), The effect of implementing artificial intelligence on job performance in commercial banks of Jordan, Management Science Letters, 11, pp, 2061-2070

You can find the article in the Reading List under Supplementary Texts Further Reading or you can access it through the main University Library catalogue.

http://www.growingscience.com/msl/Vol11/msl_2021_43.pdf

The article is free to view to UCLan students.

Your focus is not specifically the results of the study, but the way in which the research was undertaken. We recommend that you familiarise yourself with any research methods terms used in the paper with which you are unfamiliar.

Each student will have 5 minutes to briefly and succinctly:

Explain the aims of the research described in the article, focussing on:

  • What was the problem that the researcher sought to address?
  • Describe the goals of the study
  • What contribution to academic theory did the researcher achieve?

Once all students in the group have presented their introductory presentation, we will then consider the following questions.

Discussion Questions:

  • Reflecting on the literature review contained in pages 2062 to 2065 of the article, how would you describe the terms ‘artificial intelligence’ and ‘job performance’?
  • On pages 2066 and 2067, the researcher describes how he used certain key variables in his study. The researcher used his study of the academic literature to assist in this process of identifying these factors. How important is it for you to use academic literature in your academic writing and research? Give reasons for your answer
  • The research uses a quantitative approach – in considering your research when might it be appropriate to use a quantitative method and when might it be appropriate to use a qualitative method (for example, interviews)?
  • The researcher suggests the study is replicated with the same methods, but in a different country – in what practical ways could you use the research methods from an academic study and replicate that approach in your research? What are the benefits and risks in undertaking research in this way?
  • Reflecting on everything you have learned on this module (HR4100), what impact will this have on the way that you structure your research project? You can refer to any of the teaching sessions you attended

After the tutor has asked each question, the tutor will invite students to give their answers. This does not need to be in the same order in which people did their presentations. To allow each student to have the first opportunity to answer a question, at the tutor’s discretion, we may vary the order in which students answer.

HR4100: Critical Issues in Business and Management Research

Summative Assessment

To be read in conjunction with the Assessment Brief

The assessment is based around the following academic article:

Abusalma, A., (2021), The effect of implementing artificial intelligence on job performance in commercial banks of Jordan, Management Science Letters, 11, pp, 2061-2070

You can find the article in the Reading List under Supplementary Texts Further Reading or you can access it through the main University Library catalogue.

http://www.growingscience.com/msl/Vol11/msl_2021_43.pdf

The article is free to view to UCLan students.

Your focus is not specifically the results of the study, but the way in which the research was undertaken. We recommend that you familiarise yourself with any research methods terms used in the paper with which you are unfamiliar.

Each student will have 5 minutes to briefly and succinctly:

Explain the aims of the research described in the article, focussing on:

  • What was the problem that the researcher sought to address?
  • Describe the goals of the study
  • What contribution to academic theory did the researcher achieve?

Once all students in the group have presented their introductory presentation, we will then consider the following questions.

Discussion Questions:

  • Reflecting on the literature review contained in pages 2062 to 2065 of the article, how would you describe the terms ‘artificial intelligence’ and ‘job performance’?
  • On pages 2066 and 2067, the researcher describes how he used certain key variables in his study. The researcher used his study of the academic literature to assist in this process of identifying these factors. How important is it for you to use academic literature in your academic writing and research? Give reasons for your answer
  • The research uses a quantitative approach – in considering your research when might it be appropriate to use a quantitative method and when might it be appropriate to use a qualitative method (for example, interviews)?
  • The researcher suggests the study is replicated with the same methods, but in a different country – in what practical ways could you use the research methods from an academic study and replicate that approach in your research? What are the benefits and risks in undertaking research in this way?
  • Reflecting on everything you have learned on this module (HR4100), what impact will this have on the way that you structure your research project? You can refer to any of the teaching sessions you attended

After the tutor has asked each question, the tutor will invite students to give their answers. This does not need to be in the same order in which people did their presentations. To allow each student to have the first opportunity to answer a question, at the tutor’s discretion, we may vary the order in which students answer.

 

HR4100 Assignment 1

University of Central Lancashire logo

School of Management

UCLan Coursework Assessment Brief

Academic Year

2021-2022 January Intake

Module Title: Critical Issues in Business and Management Research Module Code: HR4100 Level 7
Assignment 1: Individual Contribution to a Small Group Discussion This assessment is worth 40% of the overall module mark
THE BRIEF/INSTRUCTIONS

This assignment will assess your ability to articulate your ideas relating to an issue in business and management research.

You will be allocated to a group of around five students from your class. Your group will be given a topic to analyse and discuss based on material from one of the class sessions. Each group member will present a short overview of the topic lasting around 5 minutes where each student will highlight the main issues of academic debate.

The assignment is designed to test students’ ability to discuss matters in a live setting. After each student has presented, the tutor will facilitate a discussion asking a series of questions to the group. Tutors will send each group several questions in advance of the assessment. These questions may refer to issues highlighted in academic textbooks or journals. The tutor may also ask the group some questions based on what students have highlighted in their initial overview.

After the student presentations the tutor will lead a discussion (which will also be assessed).

  • Each student will contribute by answering the tutor’s questions, and by giving their opinions on critical issues in business and management research.
  • To allow each student the opportunity to contribute, the tutor may ask specific students to comment particularly where that individual has said comparatively little.
  • Equally students who have made significant contributions to the discussion may be asked to restrict their input to allow others to speak.
  • The discussion is an opportunity not only to present your own views, but to respectfully listen to the opinions and views of others.
  • Students may be asked to respond to issues raised by other students in the group: this means that the activity involves full levels of concentration throughout the assessment.

Several weeks before the assessment, the tutor will ask students to familiarise themselves with certain textbooks or journal articles to which students will refer in the discussion. Students are expected to have read or studied the material highlighted, but they are at liberty to refer to other appropriate sources relevant to the topic. While students may wish to refer to their personal practical experience, the tutors will give greater weight to students who demonstrate how they have researched and understood the academic issues.

The activity will take place on-line using Microsoft Teams and will be recorded in order to capture each student’s contribution. The participants in the discussion will know the identity of the other students, but the assessment will be based on the individual student’s contribution.

While tutors will take into account any issues or preference, the tutor will have ultimate discretion to decide the composition of each group.

For guidance on how work will be marked, please refer to the University Assessment Handbook:

https://www.uclan.ac.uk/assets/student-contracts/2021-22/assessment-handbook-2122.pdf

The assessment criteria for this assignment are as follows:

  • Critical evaluation of the academic material relating to the topic for the discussion, including any specific textbook or article highlighted by the tutor in advance of the summative assessment
  • Providing a concise and precise overview of the topic
  • Clear and critical articulation of the academic issues in response to the questions presented by the tutor
  • Engagement with the topic in a discussion forum respecting and ensuring that each student has sufficient time to make a contribution to the discussion

The assessment will test the following learning outcomes:

  • Critically evaluate how different academic perspectives interpret approaches to business and management research
  • Reflect critically on the impact of business and management research on organisations and policy
  • Reflect critically on developing the skills to become a researcher in business and management
PREPARATION FOR THE ASSESSMENT

Students will have the opportunity to undertake a formative or practice discussion. The tutor will give feedback on how students can improve their performance in the summative assessment.

These formative assessments will take place during the latter stages of the block teaching in January/February 2022. Additional on-line support will be provided throughout February and March 2022 prior to the summative assessments, including a further opportunity to do a short formative discussion where students would find that helpful.

At this level, you are expected to make full use of the academic sources provided on-line by the University. You need to make full use of the Reading List found at:

https://uclan.alma.exlibrisgroup.com/leganto/readinglist/searchlists/5403767320003821

Please remember that the Reading List is a starting point, and you should make use of the Internet search engines provided by the university. We do not recommend reliance on Google or Google Scholar – these engines will not provide full access to the academic material that you need for this assessment.

RELEASE DATES AND HAND IN DEADLINE

Assessment Release date: Monday 31 January 2022

Assessment Deadline Date and Time: The assessment will take place during the period March to April 2022 at a date and time mutually agreed with the group and tutor. The assignment will be conducted on-line.

Your feedback/feed forward and mark for this assessment will be provided 15 working days after the final group has presented, and no later than May 15 2022.

Please note that where work is submitted late, there may be a delay in providing feedback/feed forward and a mark.

SUBMISSION DETAILS

The submission for this assessment will be contained within the recording made during the assessment. As the assessment is worth more than 25% of the value of the module, it is a university requirement to have a recording of the assessment for moderation purposes. The recording will use both audio and video links. Therefore, students are asked to ensure that both audio and video features are enabled during the assessment.

The recording will be saved on Teams and will only be available to the members of the group should they wish to review the recording. Recordings will only be made available after the feedback/feed forward and marks have been issued.

As the assessment will be conducted under examination conditions, all group members must be on time and only exceptionally (for example due to ill health or emergency) will group members be allowed to leave the discussion. If a group member leaves the discussion without a valid reason, any contribution which they make on their return may be discounted and may be subject to a penalty, including consideration of unfair means.

The assessment will last an hour.

HELP AND SUPPORT

  • Support will be provided through a formative assessment and on-line support sessions both during the block teaching period and during the period February to April 2022. After the feedback is returned, we will run an on-line session to provide group feedback. Individual feedback will also be available if that is needed.
  • You will find information links to all our Library resources in the Library area of the Student Hub. For support with using these resources, please contact your subject librarian at SubjectLibrarians@uclan.ac.uk.
  • You can get support with your academic skills (academic writing, critical thinking and referencing) through WISER. For details of the WISER support services go to the Study Skills section of the Student Hub.
  • Lynne Gornall (Lgornall@uclan.ac.uk) is the International Support Tutor and will be working closely with the other members of the teaching team supporting our international students
  • If you have not yet made the university aware of any disability, specific learning difficulty, long-term health or mental health condition, please complete a Disclosure Form. The Inclusive Support team will then contact you to discuss reasonable adjustments and support relating to any disability.  For more information, visit the Inclusive Support page of the Student Hub.
  • To access mental health and wellbeing support, please complete our online referral form. Alternatively, you can email wellbeing@uclan.ac.uk, call 01772 893020, attend a drop-in, or visit our UCLan Wellbeing Service pages for more information.
  • If you have any other query or require further support you can contact Student Support via studentsupport@uclan.ac.uk.  Speak with us for advice on accessing all the University services as well as the Library services. Whatever your query, our expert staff will be able to help and support you. For more information please visit the Student Hub.
  • If you have any valid mitigating circumstances that mean you cannot meet an assessment submission deadline and you wish to request an extension, you will need to apply online prior to the deadline.
Disclaimer: The information provided in this assessment brief is correct at time of publication. In the unlikely event that any changes are deemed necessary, they will be communicated clearly via e-mail and a new version of this assessment brief will be circulated. Version: 1

 

HR4101 Research Proposal – Assignment Brief

University of Central Lancashire logo

School of Management

UCLan Coursework Assessment Brief

Academic Year 2021/22 January Intake
Module Title: Research Methods in Business and Management Module Code: HR4101 7
Assignment:
Research Proposal
This assessment is worth 50% of the overall module mark
THE BRIEF/INSTRUCTIONS

In this assignment, you will write a Research Proposal.

Format: A report style format is acceptable and word length should be 2,000 words (plus or minus 10%) excluding references/bibliography (minimum 5 academic sources).

You are expected to write a research proposal covering all points mentioned below.

The process of refining research ideas into research questions, aims and then objectives is dealt with in class sessions and the course text. Remember – just because you may not yet have a clear idea of what you want to do does not mean you cannot write a clear research proposal.

The research proposal should include ALL the following points:

  1. Explain what your research question is. Remember that an unclear, inaccurate and non-focused research question will affect the entire proposal.
  2. Explain why answering the research question should be important. What is the importance of the research you propose?
  3. What are the aims and objectives? The objectives should be numbered and linked specifically to appropriate methods for achieving them.
  4. A brief outline of your approach to the literature on your topic giving (500-1,000 words):
    1. explanations/definitions of key terms and ideas
    2. key writers or theoretical background
  5. Methodology. You should cover ALL the following in separate sections:
    1. Research philosophy: outline your research philosophy and approach
    2. Data collection: how do you plan to collect your data? Using what research design? And using what research methods? Why? Describe and justify your choices (a justification of their appropriateness, strengths and weaknesses in relation to your study, including relevant references to the literature)
    3. Sample: What is your sample? What is the size of your sample?
    4. Sampling techniques: What is the sampling technique you are going to use (Probability or Non-Probability? And what technique exactly?) Why? Describe and justify your choice.
  6. Any problems you might anticipate (e.g. in access or sampling, etc.) and how you might resolve these.
  7. A consideration of any ethical issues raised by your proposal.
  8. A research timetable (this can go in an appendix if preferred).
  9. References/bibliography for ALL sources utilised in the text.

Assessment Criteria:

  1. Content criteria will be specific to the chosen title and topic area.
  2. Evaluation of your understanding of the research process will address depth of detail on, and sensitivity to, methodological issues and quality of linkages to course material.

Important Notes:

  1. Remember that this is a proposal, so you DO NOT have to actually do the research for this assignment!
  2. The aims should be clear and focused and the research objectives should flow logically from the aims. You should avoid making your aims too vague as this generally leads to too wide a range of specific objectives and to proposals which are not viable in terms of time, scope or depth – remember, your overall task is to refine your research ideas into a specific research question (one or two questions) and to present a coherent proposal enabling you to address your questions realistically.
  3. Though it is impossible for you to accurately predict levels of access available to you and consequently to determine a precise sample frame, you should still be able to propose what kinds of access would be needed and rough estimates of the ideal sample frame and sampling strategy needed in order to collect the kind of data you propose. Sampling is often covered badly in these assessments so check that you have covered it adequately.
  • The Methodology session should demonstrate systematic thinking linking design, methods and sampling. Explain clearly how the methods you have chosen will generate the data you need to accomplish your research aims.
  • Marks may be deducted for: poor referencing and incomplete or non-existent bibliographies, poor structure, and for serious mistakes in grammar and syntax.

This assignment is designed to test the following learning outcomes:

  • Critically reflect on a specific area of interest within business and management in order to develop a research proposal
  • Critically reflect on the skills and personal development needed as a researcher to be able to critically assess the implications of their research for organizational policy and practice
PREPARATION FOR THE ASSESSMENT

At this level, you are expected to make use full use of the academic sources provided on-line by the University. You need to make full use of the Reading List found at:

https://uclan.alma.exlibrisgroup.com/leganto/public/44UOCL_INST/lists/5403986550003821?auth=SAML

Please remember that the Reading List is a starting point, and you should make use the Internet search engines provided by the university. We do not recommend reliance on Google or Google Scholar – these engines will not provide full access to the academic material that you need for this assessment.

RELEASE DATES AND HAND IN DEADLINE

Assessment Deadline Date and time: Monday 17th June 2022 23:59 UK time

Please note that this is the final time you can submit – not the time to submit!

Your feedback/feed forward and mark for this assessment will be provided by 8th July 2022.

Please note that where work is submitted late, there may be a delay in providing feedback/feed forward and a mark.

SUBMISSION DETAILS

Your assignment will be submitted as a single document. The word length of the assignment should be 2,000 words (plus or minus 10%) excluding references/bibliography.

You will submit the assignment into Turnitin by the deadline date and time. Please note any work submitted after the deadline will be treated as late unless you have given an extension. Late work will be subject to a penalty – work submitted up to 5 days late will be capped at 40%, while work submitted after 5 days will be given a mark of 0%. You will access your feedback and grade from Turnitin. Please note that all grades are provisional ending a decision by a University Assessment Board.

HELP AND SUPPORT

  • You will find information links to all our Library resources in the Library area of the Student Hub. For support with using these resources, please contact your subject librarian at SubjectLibrarians@uclan.ac.uk.
  • You can get support with your academic skills (academic writing, critical thinking and referencing) through WISER. For details of the WISER support services go to the Study Skills section of the Student Hub.
  • Lynne Gornall (Lgornall@uclan.ac.uk) is the International Support Tutor and will be working closely with the other members of the teaching team supporting our international students
  • If you have not yet made the university aware of any disability, specific learning difficulty, long-term health or mental health condition, please complete a Disclosure Form. The Inclusive Support team will then contact to discuss reasonable adjustments and support relating to any disability.  For more information, visit the Inclusive Support page of the Student Hub.
  • To access mental health and wellbeing support, please complete our online referral form. Alternatively, you can email wellbeing@uclan.ac.uk, call 01772 893020, attend a drop-in, or visit our UCLan Wellbeing Service pages for more information.
  • If you have any other query or require further support you can contact Student Support via studentsupport@uclan.ac.uk.  Speak with us for advice on accessing all the University services as well as the Library services. Whatever your query, our expert staff will be able to help and support you. For more information please visit the Student Hub.
  • If you have any valid mitigating circumstances that mean you cannot meet an assessment submission deadline and you wish to request an extension, you will need to apply online prior to the deadline.
Disclaimer: The information provided in this assessment brief is correct at time of publication. In the unlikely event that any changes are deemed necessary, they will be communicated clearly via e-mail and a new version of this assessment brief will be circulated. Version: 1

 

MD4101: Formative Assessment

MD4101: Formative Assessment This assessment will not be graded and will not contribute to your overall mark for the course. However, it is an opportunity for you to learn and to practise. This assessment requires you to consider the choice of research method for a research project. Even though your research topic may not be […]

Fundamental Skills and Competencies in Ms Excel and Ms Access Questions

you shoule good at fundamental skills/and competencies in MS Excel and MS Access

sample quetsions

1. In Excel, a number can contain the characters _____.

a. 0 1 2 3 4 5 6 7 8 9

b. + – ( ) , /

c. $ % E e

d. all of the above

2. When Excel follows the order of operations, the formula 8 * 3 + 2, equals _____.

a. 40

b. 26

c. 48

d. 13

3. If the IF function =IF(b4>=$b$24, $b$19, 0) is assigned to cell B9, and the value in cell B4 is greater than the value in cell B24, Excel displays _____ in cell B9.

a. the value in cell B24

b. the value in cell B19

c. the value in cell B4

d. 0

Answer the following:

EXCEL..

QUESTION 1

Discuss GDP. What is it? What does it mean for a country? Why do different countries have a different GDP?

QUESTION 2

Which country did you choose?

QUESTION 3

Draw a scatter diagram of the data with years 1991 through 2010 as the

independent variable and GDP per Capita (US$) as the dependent

variable using Excel or a graphing calculator. Attach the file here.

QUESTION 4

Determine the linear function of best fit. Graph the linear function of

best fit on the scatter diagram. Attach the file here that shows your linear

function of best fit displayed on the scatter diagram.

Attach File

QUESTION 5

Using Excel or a graphing calculator, determine the quadratic function of

best fit. Graph the quadratic function of best fit on the scatter diagram.

Attach the file here.

Attach File

QUESTION 6

Using Excel or a graphing calculator, determine the exponential function

of best fit. Graph the exponential function of best fit on the scatter

diagram. Attach the file here.

Attach File

QUESTION 7

Is the linear model the best fit? Why or why not?

Is the quadratic model the best fit? Why or why not?

Is the exponential model the best fit? Why or why not?

Analyze and discuss which function (linear, quadratic, or exponential) best fits your data. Give details for each

model:

QUESTION 8

Discuss what your results mean for the future of the country you chose?