CHAPTER III. RESEARCH METHODOLOGY
This chapter gives an overview of the plan of the study in terms of the research framework, research procedures, research method, subjects, instrumentation and data analysis.
Research Framework
Figure 3.1. Research framework
Tasks
HR Functions Organizational Crisis Management
Crises
HR Roles
Research Procedures
This research proceeded in the following steps, as shown in Figure 3.2.
z Collection of relevant literature
The researcher based on the research of interests to do comprehensive studies on crisis management and human resource management and formed research problems.
z Identification of research topic and purpose
The research directions and scope were further clarified through repetitive discussion with the advisor and relevant literature review.
z Draft of research proposal
To carry out the research in a strict and progressive manner, a draft of research proposal was necessary.
z Examination of research proposal
Rectify the research direction or plan by convening a research proposal meeting, where useful suggestions from experts or scholars were collected.
z Review of relevant literature
In-depth literature review around crisis management and human resource management served as fundamentals of this research and framed the skeleton of the questionnaire.
z Design of the questionnaire
After the research framework was developed, the questionnaire was drafted in responsive to the research purposes. In addition to the suggestions from the advisor and committees, industry professionals and field experts were consulted with regard to the viability of the questionnaire. With all those feedback pool, the questionnaire was refined and then adopted as the research instrument – the Delphi instrument.
z Data Analysis and presentation of the research findings
The research was conducted via several stages of the researcher asking questions, undertaking analysis, and providing feedback, until when a consensus was reached, which was the nature of the Delphi study. The conclusions of the research were come up with and concrete suggestions provided for both future research and practices.
z Draft of master thesis
The research process and findings were transformed into a written form--the draft of master thesis, and an oral defense of the master thesis held with the permission of thesis advisor.
z Submission of completed thesis
With the agreement of the thesis committee, this research was completed and submitted.
Figure 3.2. The procedures of the study
Collection of relevant literature
Identification of research topic & purpose
Continuous collection of literature
and repetitive discussions with thesis advisor &
experts
Yes
Rectify No
Submission of completed thesis Data analysis
Presentation of research findings
& suggestions
Draft of master thesis
Oral defense of the master thesis
Several stages of collecting experts’ opinions Delphi Study Rectify No
Draft of thesis proposal
Examination of research proposal
Review of relevant literature
Design of the questionnaire Yes
Research Method
The main purpose of the study was to explore the issue of HR roles and functions in dealing with corporate crisis management. To fulfill this inquiry, this research adopted the Delphi method.
The Delphi study process essentially provides an interactive communication structure between the researcher and experts in a field, in order to develop themes, needs, directions or predictions about a topic (Neill, 2003). Qualitative and/or quantitative questions can be asked of the ‘experts’ and the information is then analyzed and fed back to each person, via further questions, and their responses are analyzed and fed back, and so on, until the goal is reached, that is when a consensus is reached which offers synthesis and clarity on the question (Neill, 2003). “The Delphi was not a technique for producing ‘truth’ about the future but represented consensus of opinion about what might be” (Noelia, 1989).Two to four rounds are usually needed to allow participants to review their responses and the adjoining feedback and to reconsider their responses before consensus is reached on the issues studied. An opportunity is provided for minority opinion on issues. Through this process, participants engaged in an anonymous debate which allowed for maximum input and involvement thus providing the researcher with more useful information (Noelia, 1989).The objective of most Delphi applications is the reliable and creative exploration of ideas or the production of suitable information for decision making.
Besides providing selection of and communication with the cream of the incumbents of a profession, the Delphi requires relatively little time of the panelists, motivates their involvement which rewards through feedback and finally enables them to arrive at a consensus representative of their expertise. Delphi requires respondents to engage their thinking process by reflecting on the issues through the lens of their
knowledge, skills and experience and to respond accordingly. In the process, this technique lends objectivity. Furthermore, because the study involves ‘experts’, it is assumed that some reasonable quality information will be inputted, and because it is an iterative system, it is assumed that good quality knowledge will evolve. In many ways, it means the researcher is just a good facilitator, but the Delphi study process is a recognized research technique, and brings with it some rigor that this helps to strengthen the validity of the results considerably.
However, the Delphi study is not without problems and weaknesses. The thinking, attitudes and perceptions about the experts’ consensus is not explained with this methodology. The Delphi study does not totally help reveal why the experts believe the specific roles and functions are extremely important for HR professionals to play in crisis management or why they change their ratings to join the consensus. Thus the interpretation and summation of the responses seems to be an educated estimate at best and is never complete (Noelia, 1989). In addition, because the results of a study using the Delphi technique are intuitive rather than scientifically obtained, the findings of this study, at best, give us trends and indications for the future.
Despite some drawbacks with the Delphi methodology, it is the best research method to fit the problem of obtaining consensus about a future state. So long as the results are viewed and understood in their appropriate context, they make a useful contribution to both the literature and field of human resources.
Subjects
Most Delphi studies use a panel of experts. One of the key elements in the successful accomplishment of a Delphi study is the identification of appropriate and willing respondents. The value of the results depends largely on the excellence and
cooperation of the participants (Noelia, 1989).
According to Noelia (1989), the composition of the panel is crucial to the success of any Delphi study since the quality of the output is entirely dependent upon the arguments presented by the panel. The key factors considered in selecting a Delphi panel are the kind of expertise required for the subject being discussed and the identity and availability of the most appropriate people to provide the needed coverage.For a Delphi panel, “most appropriate” implies not only knowledge and recognized achievement in the area of question, but also a broad knowledge of many related aspects and an open-minded and communicative attitude. Linstone and Turoff (1975) speak of the “ingredients” for creating a successful mix of panelists. They identify three kinds of panelists:
Stakeholders, those who are or will be directly affected; experts, those who have an applicable specialty or relevant experience; and facilitators, those who have skills in clarifying, organizing, synthesizing and in contributing alternative global views of the culture and society (p.68).
The participants on the expert panel for this study meet the qualifications and represent the three kinds of panelists. The expert panel for the study consists of scholars from academic institutions, senior HR directors/ managers from varied industries, and senior HR service providers/ consultants. The selection of the experts seeks to include businesses from different sectors and industries, including IT, insurance and banking, and academic institutions from different geographical locations in Taiwan. Details about the experts’ professional background and basic information are listed in Table 3.1, Table 3.2, Table 3.3 and Table 3.4 to substantiate the expertise and qualifications of the panel.
Table 3.1. Present job titles of the respondents
Name Present Job Title Working Company Huang, Liang-Chih Professor National Chung Cheng University Pan, S.W. Professor Chinese Cultural University
Chu, Yih-Hsien Associate Professor National Taiwan Normal University Hsu, Chun-Hui Associate Professor National Taipei University
Lee, Wayne Assistant Professor National Chiayi University Yao,H.C. Associate Professor Da-Yeh University
Pai, Steven Lecturer National Taiwan Normal University Ku, L.H HR Senior manager Wang Film Productions Co., Ltd.
Lee, Benjamin T.Y. HR Senior Manager Fuhwa Financial Holding Co. , Ltd.
Li, Bing HR Senior Manager Hsinchu International Bank Liao, Jerry HR Senior Manager Quanta Computer
Tyan, Jonah HR Senior Manager TSMC
Wu, Peter HR Senior Manager Primax Electronics Ltd.
Goh, Thee –Woo HR Service Director TSMC Lu, W.K. Vice President of HR
service
International Business Machines Corporation, IBM.
Roy, Lin Vice President of Marketing & Sales Support
AEGON Insurance Group, Taiwan
Hsu, Alex General Manager MGR Search & Selection Co., Ltd.
Wang, James, Sh.C. General Manager Besteam Management & Consultation Co., Ltd.
Shih, Rock Chief Consultant Career Consultant Company
Ting, Jhy-Dar Chief Consultant China Management Consultants, INC.
Note. N= 20 respondents
Table 3.2. Degree of the respondents
Numbers of the Respondents Degree earned
8 Doctorate 8 Master 4 Bachelor Note. N= 20 respondents
Table 3.3. Ages of the Respondents
Numbers of the Respondents Age Range
16 Over 40 years old
2 36-40 years old
2 31-35 years old
Note. N= 20 respondents
Table 3.4. Total years in HR or relevant positiosns
Numbers of the Respondents Year Range
13 Over 10 years
3 7-9 years
4 4-6 years
Note. N= 20 respondents
Instruments
The making of the Delphi questionnaires
The design of the study included three rounds of Delphi questionnaires. The Delphi instrument used in this study consisted of two parts, Part One and Part Two. All of the items in the questionnaires were derived from literature, pilot study and panel experts’ opinions. Part one focused on the roles of HR professionals in Taiwan corporate crisis management. It consisted of five roles and their descriptions identified through literature review, and additional space for respondents’ additions. Part two of the instrument focused on the functions of HR professionals in Taiwan corporate crisis management. Thirty functions and space for additional items were included in this part.
In other words, each part of the Delphi instrument allowed space for respondents’
additions and strongly encouraged the participants to add items. Thus, this Delphi instrument combined open-ended and structured formats. The questionnaires distributed to the panel experts were in Chinese as shown in Appendix B, Appendix C, and Appendix D. An English version of the third round of the questionnaire was attached as Appendix A.
The coding of Part 2 of round one questionnaire was presented as below.
A. Change agent
This role included six functions with fixed codes, which were: 1. To prepare a written guideline for crisis management throughout the organization., coded as A-1; 2.
To lead the discussion of the future of the organization’s workforce, coded as A-2; 3. To utilize the scenario planning to help plan for unexpected events, coded as A-3; 4. To launch a formal Employee Crisis Support Team, coded as A-4; 5. To review organizational policies and programs related to crisis management, coded as A-5; 6. To
keep alert to the changes in the social environment and the organization personnel, coded as A-6.
B. Employee champion
This role included seven functions with fixed codes, which were: 1. To develop and deploy a Family Crisis Support Program, coded as B-1; 2. To establish an online page with information about employee benefits and other employee-related policies and programs, coded as B-2; 3. To promote trustful and prepared leadership throughout the organization to help reassure employees of their safety, coded as B-3 4. To educate the management and the line managers to effectively deal with stress and pressures when confronted, coded as B-4; 5. To frequently update company news about the status of the recovery efforts in order to squash rumors and reassure employees by communicating with the workforce about company’s readiness and preparedness, coded as B-5; 6. To set up and moderate a message board, where employees have a chance to discuss among themselves their feelings of grief and loss, and to share ideas about how they can help others, coded as B-6; 7. To provide some closure, like putting out a special internal magazine, highlighting what employees have done to cope with the crisis, and recognizing their contribution, coded as B-7.
C. Administrative expert
This role included six functions with fixed codes, which were: 1. To develop an advance plan for tracking and locating the company’s employees in a disaster, coded as C-1; 2. To develop an advance plan for reestablishing contact with victim employees’
families and survivors, coded as C-2; 3. To stay abreast of all the latest multimedia communications gadgets for getting the company’s message out, coded as C-3; 4. To help locate missing employees and make a list of those outside of the organization and losing contact, coded as C-4; 5. To periodically review and revise the crisis
management guidelines and its procedures, coded as C-5; 6. To evaluate the effectiveness and efficiency of the crisis management team after a crisis, coded as C-6.
D. Collaborator
This role included six functions with fixed codes, which were: 1. To work with managers of all departments to select employees more resilient and assign them to be responsible for crisis management and disaster recovery, coded as D-1; 2. To work with managers of all departments to screen employees with high risks and put them in the priority list of observation and counseling, coded as D-2; 3. To help prepare cross-department emergency response / business continuity teams for a disaster event, coded as D-3; 4. To work with the cross-department CM team to have the crisis mocks and drill the task assignments, coded as D-4; 5. To work with IT to create an emergency website and a mechanism of crisis communication that will be ready for quick launch, coded as D-5; 6. To work with PR to increase the identification and organizational image from both internal and external stakeholders, coded as D-6.
E. Advocate
This role included five functions with fixed codes, which were: 1. To design and deploy crisis awareness programs across the organization, coded as E-1; 2. To campaign the importance and appropriateness of organizational culture in organizational transformation and crisis management, coded as E-2; 3. To promote and organize the CM team and business continuity team, coded as E-3; 4. To promote and deploy crisis-specific succession planning, coded as E-4; 5. To promote the importance of housing HR records in another geographic location, coded as E-5.
The scoring method
The respondents were asked to rate the importance level and practicability level of each role and function of HR professionals in corporate crisis management. They were encouraged to keep the definition of crisis types of this study in mind as they responded.
The importance level scale gave the respondents five, Likert-like, choices from which to select: No Importance, Little Importance, Important, Very Important and Extremely Important. The higher the score, the higher the importance. The practicability level scale also gave the respondents five, Likert-like, choices from which to select: No practicability, Little practicability, Practicable, Very Practicable, and Extremely Practicable. The higher the score, the higher the practicability. The data for each round was compiled and summarized after the cutoff date and the modal response of each item was determined. In each round, summaries of each round along with feedback and comments were mailed to the respondents for their review and consideration in responding to the subsequent rounds.
The modal response was used to indicate consensus since this study aimed to gain opinion about current condition and desired future. The modal response is the response which is selected most frequently. According to Noelia (1989), “median is often used in surveys focusing on judgments about time or quantity, and the mode is frequently used in efforts to gain opinion about desired condition”. To lend strength to the selected response and to the degree of consensus about that response, it was decided that a maximum of 0.600 of quartile deviation (Q.D.) of the responses had to be satisfied before the consensus was considered to be highly reached (Cheng, 2005). This guarded against the potentiality of consensus being identified on a minimal level in situations where opinion was widely dispersed over the response options. The mean (M) of the responses was used to indicate the importance level and practicability level in this study.
It was decided that a minimum of 4.2 of the mean score of the responses ( M≧4.2) had to be satisfied before high importance and high practicability was considered reached and a minimum of 3.4 of the mean score of the responses (M≦3.4)had to be satisfied before importance and practicability was considered reached (Cheng, 2005). Responses with mean score below 3.4 (M<3.4) would be excluded and considered low or no importance or practicability. See as Table 3.5, Table 3.6 and Table 3.7.
Table 3.5. Reference table for the range of the quartile deviation and the consensus level of the panel experts (Cheng, 2005)
Quartile Deviation (Q.D.) Consensus Level
Q.D.≦0.6 High consensus
0.6 <Q.D.≦1.0 Consensus
Q.D.>1.0 Low/No consensus (Excluded)
Table 3.6. Reference table for the range of the mean score and the importance level (Cheng, 2005)
Mean Score of the Response (M) Importance Level
4.2≦M High importance
3.4≦M≦4.2 Importance
M<3.4 Low/No importance (Excluded)
Table 3.7. Reference table for the range of the mean score and the practicability level (Cheng, 2005)
Mean Score of the Response (M) Practicability Level
4.2≦M High practicability
3.4≦M≦4.2 Practicability
M<3.4 Low/No practicability (Excluded)
Data Collection
Three rounds of the Delphi questionnaires were used to collect the data. During round one, the respondents were asked to complete both part one and two of the Delphi instrument and a personal background information form. The intent of round one was to develop a comprehensive list of HR roles and functions in corporate crisis management and gather demographic data about the panel. The respondents were given a list of items to stimulate their thinking but were strongly encouraged to add items that they believed to be very important on this issue. They were asked to rate each item using a five-point scale.
During round two, the panel received part one and part two of the Delphi instrument with the modal response of all the participants’ ratings gathered from round one. In addition, they received their individual priority rating for each item if the response was different from the modal consensus. The materials they received also included all comments and added function statements submitted by respondents during round one. The panel was asked to either join the consensus or to state the primary reason for remaining outside the consensus. They were also asked to rate and comment on the items which were added during round one. They were encouraged to submit any idea and feedback that they believed to be very important for the researcher’s and other panel members’ consideration. The primary function of round two was to increase consensus on the roles and functions for HR to play in corporate crisis management.
Round two materials were then summarized and developed into round three materials. The intent of round three was to further increase consensus and to define minority opinions. In this round, the panel was encouraged to submit whatever final input they had specifically for the roles and functions of HR and generally for the entire study. The researcher sent reminder letters and called to follow up respondent progress
to ensure maximum return prior to completion and analysis of all the data.
The return rate of this study was 100 percent, 85 percent and 85percent, respectively for each round.
Table 3.8. The Retrieval of the questionnaire
Round Mail-Out Copies Retrieved Copies Return Rate
1 20 20 100%
2 20 17 85%
3 20 17 85%
