Defining and Refining the Problem

Defining the statement of the problem

The researcher can define the issues of concern more precisely and focus the problem from its initial broad base after obtaining preliminary data. As previously discussed, it is imperative that the problem statement be clear, precise, and targeted, and that it be approached from a particular scholarly angle. If the crucial issue or problem to be researched is not clearly identified, then no amount of excellent research will be able to solve the situation.

A GOOD PROBLEM STATEMENT CONTAINS WHAT?

Both the research question(s) and the research objective(s) should be stated in a good problem statement. While the ultimate goal of applied research is frequently to make a change in order to address a specific issue that arises in the workplace, fundamental (or basic) research in business is concerned with advancing knowledge (of processes) of business and management in general. A manager might be interested in finding out what, for example, makes employees more committed to the company. This is because higher levels of employee commitment can result in reduced staff turnover, lower absenteeism, and higher performance, all of which are advantageous to the company. Thus, the reason for conducting the study is explained by its goal or purpose. Even though the statement of the research objective(s) should be brief, it should make it obvious what the project is all about.

The research question or questions for the study can be developed once the aim of the investigation has been determined. The problem statement becomes even clearer when it contains one or more research questions that need to be answered. The research question or questions outline your objectives for the subject matter. They help you achieve the goal of your study by providing direction and structure for the information gathering and analysis process. Stated differently, research questions are the means by which an organization's problem is converted into a particular information need.

The aforementioned problem statement tackles the study's research questions as well as its objectives. There is a strong relationship between the research objective and the research questions; if the research objective had been vague, undefined, or ambiguous, it would not have been possible to fully describe the research questions. Furthermore, the research questions have been elucidated to the degree that they can be connected to the body of literature already in existence in the domains of waiting, service assessments, and mood theory. Therefore, the wide problem area has been reduced to a studyable topic.

It should be evident by now that a problem statement takes into account the "what"—the main research question or a group of related research questions—as well as the "why"—the particular goal or purpose of the study. A problem statement should meet three essential standards in order to be considered good: it must be intriguing, feasible, and relevant. If a problem statement makes sense from either an academic or managerial standpoint, or from both, then it is relevant. Research is pertinent from a managerial standpoint if it addresses one of two issues: (1) an issue that managers feel needs to be addressed in the organization, or (2) an issue that they see as existing in the setting.

Research is relevant from an academic standpoint in the following scenarios:

(1) there is no knowledge about the topic;

(2) there is knowledge about the topic but it is dispersed and not integrated;

(3) there is a lot of research on the topic but the findings are (partially) contradictory; or

(4) established relationships do not hold true in specific circumstances. If the "nothing is known" position is the foundation of your research report, you will need to provide evidence to support your claim. Finding that there is a lot of information available on a subject, but that it is dispersed and lacks integration also makes for an excellent foundation for a research report. However, because it is expected that you will provide a comprehensive overview of the subject, your task is challenging.

Another genuine challenge is a research project that seeks to define boundary conditions or reconcile contradictory findings. A well-crafted problem statement is both feasible and pertinent. If you can address the research questions within the parameters of the project, then the problem statement is feasible. Time and money constraints may be involved, but so may respondent availability, the researcher's experience (a problem statement might be too challenging to address), and other factors. An issue that frequently arises with feasibility is an overly expansive problem statement. It is crucial that you formulate a specific research question that can be examined in a reasonable length of time and with a reasonable budget and effort. For instance, the problem statement “How do consumers behave?” is far too general to investigate.

An intriguing problem statement is the third quality of a strong problem statement. Researching takes a lot of time, and before you submit the finished product, you will experience many highs and lows. Therefore, in order to maintain motivation throughout the entire research process, it is imperative that you have a sincere interest in the problem statement you are attempting to solve.

BASIC TYPES OF QUESTIONS: EXPLORATORY AND DESCRIPTIVE

Research projects can tackle three fundamental types of questions: questions that are exploratory, descriptive, or causal in nature.

QUESTIONS FOR EXPLORATORY RESEARCH

A few common reasons to develop exploratory research questions are:

a) little is known about a particular phenomenon;

b) the topic is highly complex;

c) the existing research results are unclear or suffer from serious limitations;

d) there is not enough theory available to guide the development of a theoretical framework.

Qualitative methods of data collection, such as focus groups, interviews, informal conversations with customers, staff members, and managers, and/or case studies, are frequently used in exploratory research. Exploratory research is generally characterized by flexibility.

In fact, the researcher's exploratory research activities closely resemble those of Inspector Lewis, Inspector Wallander, Detective Dee, Sergeant Hunter, or the South Florida team of forensic investigators from "CSI Miami," who solve murder cases through traditional police work, state-of-the-art scientific techniques, or a combination of the two. The research's initial focus is wide, but as it goes on, it gets progressively more focused. Usually, the findings of exploratory research cannot be applied to the entire population.

DESCRIPTIVE QUESTIONS FOR RESEARCH

Collecting information that characterizes the subject of interest is the aim of a descriptive study. To describe consumer taste preferences, for example, we would like to know what percentage of the population prefers Coca-Cola over Pepsi in a double-blind test. The goal of descriptive studies is frequently to gather information about the features of events, situations, people, brands, and other objects. Either quantitative or qualitative methods are used in descriptive research. It might include gathering quantitative data, like customer satisfaction scores, production or sales figures, or demographic information, but it might also involve gathering qualitative data. For example, qualitative information may be obtained to explain how customers move through a decision-making process or to examine how managers resolve conflicts in organizations.

Occasionally, associations between variables are of interest to the researcher in order to characterize populations, events, or circumstances. A researcher may be interested in the connection between, for example, goal clarity and job performance, arousal-seeking tendency and risk-taking behavior, or self-confidence and the adoption of innovative products. These kinds of studies focus on correlations. Relationships between variables are described by correlational studies. Finding a correlation does not imply that one variable causes a change in another, even though correlational studies can indicate that there is a relationship between two variables.

The researcher may benefit from descriptive studies in the following ways:

1. Gain an understanding of the traits of a group in a particular setting (such as the characteristics of a particular market segment).

2. Consider elements of a situation methodically (e.g., aspects linked to job satisfaction).

3. Provide suggestions for additional inquiry and study.

4. Assist in making some (simple) decisions (e.g., choices about opening hours, hiring staff, cost-cutting measures, and the use of particular communication channels based on customer profiles).

CAUSAL QUESTIONS FOR RESEARCH

Studies that examine causal relationships examine whether a change in one variable affects another. The goal of a causal study is to identify the factor or factors that are causing an issue. "What is the effect of a reward system on productivity?" and "How does perceived value affect consumer purchase intentions?" are typical examples of causal research questions. Being able to say that variable X causes variable Y is the goal of the researcher carrying out a causal study. Thus, problem Y is resolved when variable X is eliminated or changed in any way (keep in mind, though, that problems in organizations typically stem from multiple variables).

1. It is necessary for both the independent and dependent variables to vary.

2. The dependent variable ought to come after the independent variable, or the assumed causative factor.

3. The change in the dependent variable shouldn't be related to any other factor.

4. The reason why the independent variable influences the dependent variable needs to be explained logically, or through a theory. In a single project, researchers frequently try to address several kinds of research questions. To gain a complete grasp of the phenomenon being studied, it is therefore common practice to perform exploratory research before advancing to descriptive or causal studies. In fact, exploratory, descriptive, and causal research are frequently seen as building blocks, with exploratory research serving as the basis for descriptive research and causal research builds on descriptive research.

The Proposal for Research :-

The person authorizing the study and the researcher should agree on the problem to be investigated, the methodology to be used, the length of the study, and the cost before any research study is started. This guarantees that neither party will experience any misunderstandings or frustrations down the road. This is typically done by the researcher submitting a research proposal to the sponsor, who then approves it and issues a letter of authorization to carry out the study. The investigator's carefully thought-out, methodical, and planned research proposal essentially consists of the following:

1. A working title.

2. Background of the study.

3. The problem statement:

a. The investigation's goal. b. Questions for research.

4. The study's scope.

5. The study's applicability.

6. The research design, which provides information on:

a. The exploratory and descriptive study types.

b. Techniques for gathering data.

c. The plan for sampling.

d. Analysis of data.

7. The study's duration, including details on when the sponsors will receive a written report.

8. The budget, which lists the expenses in relation to particular items of spending.

9. Selected bibliography.

MANAGERIAL IMPLICATIONS

When faced with difficult circumstances, managers may treat the symptoms as though they are the actual issues, becoming irate when their solutions fail. To identify the issue, it helps to have a thorough understanding of the antecedents, problem, and consequences sequence and to collect pertinent data.

Researchers can refine a broad problem area into a manageable research topic by using managers' inputs to define the problem area. Managers who understand that accurately defining the problem is essential to finding a solution in the end do not regret the time invested in collaborating closely with researchers, especially at this point.

A meticulously crafted research proposal enables managers to assess the study's pertinence. Nonetheless, managers need to be involved at every stage of the research process to ensure that the goals of the study are being met. The managerial relevance and caliber of the research endeavor will undoubtedly be improved by information sharing between the manager and the researcher at all critical points in the research process.

ETHICAL CONCERNS IN THE EARLY PHASES OF THE INVESTIGATION

The researcher gathers preliminary data in order to define a specific problem statement and to narrow the broad problem area. To better understand the issue, the researcher frequently conducts interviews with managers, decision-makers, and other staff members. The researcher must evaluate his or her research capabilities after a problem has been identified and a problem statement has been created. If the researcher lacks the resources or abilities to complete the project, he or she should decline it.

Should the researcher choose to move forward with the project, all staff members must be made aware of the proposed study, especially those who will be the subject of structured and unstructured interviews for preliminary data collection. However, it is not required to tell them of the true purpose of the study as this could sway their answers. Employees won't experience the unpleasant surprise element as a result. Additionally, it's important to reassure staff members that the interviewer or interviewers will keep their answers private and that no individual response will be shared with any other members of the company. These two procedures guarantee cooperation from the staff members and help them feel comfortable with the research being done. It is not appropriate to compel employees to take part in the study.

Employees have a right to protection from bodily or psychological harm when they agree to participate in the study. They are also entitled to secrecy and privacy. Avoid at all costs attempts to obtain information by deceptive means.

A GUIDE FOR MANAGING ETHICAL THOUGHTS AND CONFLICTS IN THE EARLY STEPS OF THE SCIENCE PROCESS

What makes this research endeavor worthwhile?

What are the project's benefits to the organization?

What effect does your research have on the company, if any?

Are you able to complete this research project with the resources and abilities you need?

Have you disclosed the research project to every employee? Why not?

Do you inform the participants of the reason behind your study? Why not?

Do participants have the option to withdraw from the event?

Is it possible for participants to change their minds at any time? How?

Do you have access to sensitive information as a result of the research?

How are you going to guarantee that this information is kept private?

How will you make sure that no research report or paper that is produced can be used to identify specific respondents?

Exist any potential drawbacks for your participants, either immediate or long-term, such as bodily or psychological harm?

How are you going to inform your participants about the research findings?

What actions have you taken to address ethical dilemmas that have arisen?

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