BUSN4100 Leadership Can Promote Motivation, Retention And Performance Of Workforce In Health Care Centres Of Saudi Arabia - Research Methodology

3.0 INTRODUCTION

The focus of this chapter is on developing a suitable research design for investigation of the extent to which leadership can promote motivation, retention and performance of workforce in health care centres of Saudi Arabia. The health care centres of Saudi Arabia are exposed with the threat of retaining a talented workforce, which could be based on minimal levels of employee motivation. It is proposed that the reliance on effective human resource management practices and suitable leadership approaches can contribute in enhancing the level of ability and motivation of workforce. Along with this, effective leaders can also offer an opportunity of contribution to workforce, which is linked with their enhanced motivation and commitment. The report has been structured into different sections, of which firstly the details and rationale for the research questions are given. Secondly, the details of the research design are outlined prior to the sample and sampling method being discussed. The subsequent sections encompass details of instruments and variables, data collection, data analysis and limitations of the methods. 

3.0.1 Research Questions

The study has been formulated around 4 research questions, which are focused on recognizing the factors through which positive attitudes and behaviours of employees can be encouraged in health care sector and thus their performance can be improved. The research questions are stated below;  

RQ1. What is the impact of AMO (Ability, Motivation, and Opportunity) on attitudinal outcomes of employees?

The first research question has focused on the association of elements of the AMO model with attitude of employees at workplace. It has been highlighted by Avey, Wernsing and Luthans (2008) that when employees’ abilities are nurtured by the organization and they are being highly motivated through rewards or through appropriate style of leadership, then they are likely to develop positive attitude towards work. Additionally, if employees have abilities as well as motivation, but they lack opportunity within organization then, negative employee attitudes might be seen. As noted by Bos‐Nehles et al. (2013) when employees are given opportunity to imply their knowledge and abilities at work, then positive attitude of employees can be in the form of affective commitment and organizational citizenship behaviour. Such employees are likely to invest substantially in organization and thus consequently their performance enhances to desired levels. Thus, the first research question will address that how HRM practices to make use of AMO model can enable the organization to enhance positive employee attitude. 

RQ2. What is the impact of AMO on behavioural outcomes of employees?

The second research question addresses the impact of AMO on behaviour of employees. This has been supported by the study of Kehoe and Wright (2013) that when AMO model is being implied in the organization, then motivated employees are likely to be more satisfied at their job. The job satisfaction of employees can lower their intention to quit and thus it can be mentioned that AMO can help the organization to increase employee retention.