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Subject – Research Methodology
Word Count – 1500 words
Sources of Data and Information
The task of data collection begins after a research problem has been defined, and research design/plan chalked out. While deciding about the method of data collection to be used for the study, the researcher should keep in mind two types of data viz., primary and secondary.
- Enumerate the two methods of collecting data in (10 Marks)
- Which one is the most suitable for conducting an enquiry regarding Employees’ Satisfaction of a company in the manufacturing industry? Explain its merits and demerits. (10 Marks)
“It is never safe to take published statistics at their face value without knowing their meaning and limitations.”
- Elucidate this statement by enumerating and explaining the various points which you would consider before using any published Illustrate your answer by examples wherever possible. (15 Marks)
- What is the importance of using unpublished data as a secondary data source? Explain. (15 Marks)
APA Reference Style:
Final year student researched “An Impact of Recruitment Advertisement Specificity on Retention of Employees” and referred a series of literature as follows. He was asked to make an In-Text Citation as well as List of References. Refer the literature below and prepare In-Text Citation and List of References.
- Referred to the “Role of Female in Contemporary HRM” and cited facts from Subtitle “The control of female fertility” which was written by K.Johnson in 2005 Associated News Papers Limited published it in Colombo. (10 Marks)
- Referred to a Journal article on “Adapting Historical Citations to APA Style” by Donald Godfrey that was published in 2005 in the Journal of Broadcasting & Electronic Media. The journal’s volume number is 49, the issue number is 4, and the article appears on pages 544-547. The DOI for the article is 01.1207/s15506878jobem4904_15. (10 Marks)
Case Study Analysis:
Emotional stress in call centres
Tellus is an American telecommunications company that provides voice, video, data, internet communications and professional services to businesses, consumers and government agencies.
During its long history, TelBus set up operations in international locations in Europe, Asia and Australia. Central Call centre operations for the Australian division were located in Melbourne. The call centre was devoted to inbound calls, which meant that customers could phone in and make a bill or service-related enquiries. Although the staff of the call centre was required to keep call times within an acceptable range, their primary role was to make sure that customers had their questions answered and to create a sense that customers had been listened to respectfully. Tellus also ran a number of out-bound ‘cold call’ campaigns where the purpose was to phone existing customers or potential new clients and provide information about new products and services with a view to increasing the sales and market share. These calls were outsourced to another call centre in Sydney that specialised in sales and the arrangement worked quite well.
During routine call monitoring at the Melbourne in-bound call centre, it was noted that there were quite a number of opportunities for the call centre operators to sell new products to customers. Despite call centre operator efforts to provide some information about upgrades and new products, it became clear to senior management that calls centre operators did not push through and close the sale. In response, senior management re-thought on the divide between in-bound and out-bound calls and decided to place a greater emphasis on selling as part of the normal in-bound calls taken by the Melbourne call centre operators. Effectively, this meant that each inbound call became a potential sale. Even though customers did not phone up to enquire about new products, it became a part of the operators’ responsibility to finish the call with information about the latest telecommunications offering and to make suggestions to customers that could result in a sale.
In response to the change in operator responsibilities, new performance criteria were designed and put in place. Previously, operators had been required to keep calls within a ten- minute window, but the changed expectations led to much tighter controls on time, as well as on-target quotas. The new criteria included sales targets, dollars logged per hour, average talk time, adherence to scheduled breaks, and sales call quality. A number of staffs left, and Management observed that that “their exit was probably in everybody’s best interest”. Senior management did recognize the morale problem, however, and decided to invest more heavily in the training of the team leaders. The call centre had always been organized into groups and the team leaders had held a central role in maintaining staff morale and in providing development and training for new members. The training for the team leaders focused on
team morale management, but a key objective was also to assist team leaders in getting more out of the team so that sales targets could be met.
A number of team leaders began to question the intention of the training and pointed out that their morale was already low and those call centre operators did not need further pressure from the team leader. Eventually, stories of worker stress and two cases of severe bullying were leaked to the media. The union became active in representing the case and the senior management were asked to account for the negative outcomes at the call centre.
Case Analysis Work Sheet
- What are the key issues or the problems of the case?
- Prioritize the issues or problems
- Is it necessary to identify the cause of the problem?
- Brainstorm the options available
- Evaluate the options
Option Advantages Disadvantages
- Select the optimum solution
- Describe how the option should be implemented (30 Marks)
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