Introduction
Both novice and experienced researchers have encountered a trouble of deciding on the most suitable theoretical frameworks for their research while embarking on a task of developing a research problem and choosing a research design and a methodology. This problem is especially pressing in the case of qualitative research. A large body of literature indicates that since qualitative research is based on naturalistic inquiry, methodologies used for it depend on the epistemologies underpinning the study process (Merriam & Tisdell 2015).
Therefore, it is highly important to choose appropriate theoretical frameworks that will shape the inquirer’s approach to research. It is also should be mentioned that since the process of interpretation of the results of qualitative research hinges on assumptions about theoretical paradigms used for a project, these assumptions should be explicitly mentioned in a study.
The aim of this paper is to describe three theoretical frameworks that will be used for a research. The paper will also explain how the choice of these frameworks might affect the conduct of inquiry.
Theoretical Frameworks
Theory can be defined as “a set of interrelated constructs, definitions, and propositions that presents a systematic view of phenomena by specifying relations among variables, with the purpose of explaining and predicting phenomenon” (Merriam & Tisdell 2015, p. 4). When choosing a qualitative research problem, an inquirer has to make certain ontological, axiological, rhetorical, and ontological assumptions (Anfara & Mertz 2015). These assumptions serve as paradigms of worldviews that will help to determine suitable methods for conducting research.
The intended research topic is the importance of human resource management (HRM) in project management. Project management in the context of human resources (HR) is usually associated with specific strategic functions (Huemann 2016). Therefore, it is extremely important to have a clear vision of theoretical frameworks underpinning HR projects that are developed and implemented not just to serve an immediate purpose but also to enhance the long-term viability of an organization. Regardless of whether an HR project is designed for culture change, human capital planning, corporate restructuring, or organization development, the competing values framework (CVF) can serve as a solid ground for building an understanding of how HRM efforts should be channeled in order to meet organizational needs (Armstrong & Taylor 2014).
According to Kessler (2013, p. 121), “the CVF functions as a map, an organizing mechanism, a sense-making device, a source of new ideas, and a theory of management and organizational performance.” The framework allows understanding how various elements of a company function with each other as well as inconsistencies and congruencies that emerge as a result of these interrelationships. Under the CVF, every organization is viewed as a two-dimensional structure that dictates how it functions in four important respects: individual flexibility, external positioning, stability control, and internal maintenance (Kessler 2013). In other words, one dimension represents an orientation of a company toward flexibility and dynamism, while another focuses on an orientation toward internal focus, stability, and order (Kessler 2013).
When viewed together, these two dimensions comprise a quadrant that is separated vertically and horizontally into four clusters of criteria. In terms of the practical utility of this framework for the research problem, it can be argued that it is directly related to the subject of project management since without understanding how values are interrelated within an organization, it is impossible to achieve meaningful organizational coordination.
Human capital theory offers another theoretical framework for analyzing the research problem (Klimoski et al. 2014). The theory postulates that in the process of producing goods and services employees play as important role as material resources. Taking this approach to the human capital, it is easy to understand why the development of employees results in improved performance and other tangible benefits for an organization. Human capital theory is rooted in labor economics, which treats cognitive ability, experience, and education as valuable assets that can be used for explaining the differences between productivity across businesses (Klimoski et al. 2014).
Transformational theory of leadership can also be applied to the research problem since the ability of a leader to focus on proper reward and punishment strategies can substantially increase employees’ performance, which is essential in project management (Hill, Jones & Schilling 2015). The transformational component of the theory is based on the following elements of transactional leadership style: laissez-faire, management by exception, and contingent reward.
Theoretical Frameworks and Methodology
The methodology that an inquirer uses for their research is influenced to a high degree by theoretical frameworks and philosophic orientations that they use for it. Therefore, it is important to identify theoretical frameworks at the onset of the research, since they directly affect research questions, discourse analysis, and interpretation of results. Even though research design serves as a logical continuation of theory, often “the development of a theory or comparison with other theories comes after the gathering and analysis of data” (Kuada 2012, p. 22). Nonetheless, it is important to have sound paradigmatic assumptions before starting the research.
Conclusion
The paper suggested the following theoretical frameworks for the research problem: CVF, human capital theory, and transformational theory of leadership. The choice of these frameworks will be reflected in the manner in which the inquiry will be conducted.
Reference List
Anfara, V & Mertz, N (eds) 2015, Theoretical frameworks in qualitative research, 2nd edn, Sage, London.
Armstrong, M & Taylor, S 2014, Armstrong’s handbook of human resource management practice, 13th edn, Kogan Page, London.
Hill, C, Jones, G & Schilling M 2015, Strategic management: theory, 11th edn, Cengage Learning, New York.
Huemann, M 2016, Human resource management in the project-oriented organization: towards a viable system for project personnel, Routledge, Abingdon.
Kessler, E (ed) 2013, Encyclopedia of management theory, vol. 1, Sage, Los Angeles.
Klimoski, R, Dugan, B, Messikomer, C & Chiocchio, F (eds) 2014, Advancing human resource management, Jossey-Bass, San Francisco.
Kuada, J 2012, Research methodology: a project guide for university students, Samfundslitteratur, Copenhagen.
Merriam, S & Tisdell, E 2015, Qualitative research: a guide to design and implementation, John Wiley & Sons, New York.