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The value of emotion and emergence concepts, as proposed by Keegan to practitioner managers, is collaborated through the use of formal research techniques. These techniques are employed when the managers are charged with the responsibility of investigating specific workplace issues hindering the smooth running of the organization. This paper analyzes the core values presented to practitioner managers through the employment of emotion and emergence concepts. Moreover, a balance is structured to elaborate on the perspective dominated by practitioner thinking to the traditional conceptualization of the research framework.
Sheila Keegan’s article on practitioners’ reflections on the development of qualitative research includes issues on emotion and emergence concepts. These ideas are presented as a basis for the academically prescribed dimension of research considered in traditional conceptualization. Moreover, the article balances emotion and emerging concepts to practitioner managers by arguably elaborating this perspective that was held by the practitioner school of thought (Keegan, 2009). The basis of Keegan’s article is to formulate a framework with which specialist managers work when given a task to investigate specific workplace issues.
Formal research techniques are widely used for the investigation of workplace issues arising out of employees’ attributes. Complaints of bias and threats issued to employees as well as substance abuse are some of the factors that lead to a workplace investigation. Misconduct at the workplace and violation of rules and regulations set also trigger an investigation process. However, not all issues result in a full-blown formal research investigation to determine the cause of the problem (Keegan, 2009). The practitioner manager needs to know which issues are critical to engaging formal research techniques.
Moreover, the practitioner should also know the state employment laws and uphold employees’ privacy rights. The ultimate objective of any investigative process is the discovery of the root of the problem. This should help the management to gather enough information to be used in the decision-making process.
Keegan’s article prescribes that if a complaint has been brought to the organization, an adequate investigation helps to find out what happened. In addition, it helps the company avoid being responsible for employee misgivings. However, this aspect will only be valid if intensive formal research is conducted to remedy the situation. Emotional concepts pertaining to the particular individuals involved in the issue should be considered by practitioner managers to improve the overall employee well-being (Guerin, 2013). To an extent, this will impact the organizational ability to cater to the needs of its employees and generate workplace satisfaction.
Primarily, the emotion and emergence concepts prescribed by Keegan insinuate that formal research techniques are essentially used to provide a basis for further research. Practical problems in the workplace should be analyzed based on the literature review of past research studies conducted in that specific field. Practitioner managers should concentrate their efforts on determining credible literature reviews in their topical areas of concern. This consideration informs the management of the emergency issues likely to come up in their research. Moreover, utilization of other people’s experiences helps to avoid similar pitfalls and traps in investigating workplace issues through the use of traditionally accepted formal research techniques (Keegan, 2009).
Keegan explains that workplace issues have a personal attachment inclined towards the workers. The article states that this connection will shade workers’ perceptions. By so doing, the employees are inclined to protect themselves for their own well-being in their livelihoods. An elaborate formula for investigating workplace issues has not been comprehensively identified. Hence, the application of formal research techniques to all issues arising is not an ideal alternative. Each workplace concern should be handled in a way that puts into consideration the nature of the individuals involved as well as the particular issue under consideration.
Emotion and emergence concepts raised by Sheila Keegan’s article stipulate that conducting an inadequate investigation on the issues affecting employees in the workplace leads to deteriorated employee performance. This presents the risks associated with a workplace investigation. The utilization of formal methods of investigation can do considerable damage to the organization’s well-being. Emerging issues in workforce research purport that employers may not be supportive of what the process unveils (Keegan, 2009). This results from the fact that the investigation of workplace issues ends with elaborate recommendations that should address the problems presented systematically.
However, misrepresentation of emotion and emergence concepts might lead to litigation specter. This arises when the practitioner managers ignore individual employees’ interests and concerns about the issues at hand. Workers’ privileges and duties at the place of work have been considered by the theory. Keegan held the belief that balancing employers’ and employers’ perspectives about the issue at hand is a long-standing philosophy amongst practitioners (Guerin, 2013). Despite that, the obligation to handle the concerns raised by the investigation of workplace issues lies on the employer who should correct any wrong-doer in the organization. It is also the right of the employer to address all the legal issues resulting from composing workplace investigation ideologies.
Although Keegan’s article explicitly evaluates emergence and emotion concepts to practitioner managers, the article seems to be biased towards favoring employees. This is conducted at the sacrifice of the employers as well as the organization as a whole. A comprehensive investigation methodology should be neutral (Guerin, 2013). All relevant issues should be addressed accordingly to come up with an effective work plan that will guide the organization towards greater utilization of workforce cohesiveness. Moreover, a practitioner’s thinking based on the twin issues reflected by the article is long overdue since the traditional conceptualization of the research process is supposed to be comprehensive and touch on all relevant issues present.
This critical piece of writing has considered the value of emotion and emergence concepts as presented by Sheila Keegan’s ‘Emergent inquiry: a practitioner’s reflections on the development of qualitative research article. Keegan dwells on the employees’ perception of the cause of the issues present in the organization. However, this should not be the ideal case scenario since it is biased in its application. Basing investigation on formal research techniques is also another limitation that practitioner managers should try to avoid. This is realized through the application of extensive research methodologies conducted under the specific issues being investigated.
Keegan, S. (2009). Emergent inquiry: a practitioner’s reflections on the development of qualitative research. Qualitative Market Research, 12(2), 234-248.
Guerin, L. (2013). The essential guide to workplace investigations: how to handle employee complaints & problems. Berkeley, California: Nolo