1. Business Research for Decision Making Sixth Edition by Duane Davis Chapter 3 Scientific Inquiry PowerPoint Slides for the Instructor’s Resource Manual for

2. Building Blocks in Scientific Inquiry Observations, Facts Concepts, Constructs, Definitions, Variables Problems, Hypotheses, Laws Theories, Models

3. Constitutive and Operational Definitions Table 3.1

4. Example of Expectancy Theory Exhibit 3.1 Source: Adapted from Personnel Human Resource Management, by V. G. Scarpello and J. Ledvinka, pp. 25–29, ©1988. Reprinted with the permission of South-Western College Publishing, a division of International Thomson Publishing.

5. Example of Expectancy Theory, continued Exhibit 3.1 contd

6. Example of Expectancy Theory, continued Exhibit 3.1 contd

7. Example Trust in the Supervisor: Construct Definition: Indicates an individual’s willingness to be vulnerable to the supervisor in situations involving a degree of risk

8. Operational Definition If I had my way, I wouldn’t let my supervisor have any influence over issues that are important to me. I am comfortable discussing with my supervisor my ideas for improvement in the workplace. I would be willing to let my supervisor have complete control over my future in this organization. I am comfortable discussing with my supervisor concerns I have about our working relationship. I am comfortable discussing with my supervisor concerns I have about my ability to do my job

9. Trust Ability Benevolence Integrity

10. Ability Group of skills, competencies, and characteristics that allow an individual to have influence in some domain

11. Ability: Operational Top management is very capable of performing its job. Top management is known to be successful at the things it tries to do. Top management has much knowledge about the work that needs done. I feel very confident about top management’s skills. Top management has specialized capabilities that can increase our performance. Top management is well qualified.

12. Benevolence The extent to which a trustee is believed to want to do good to the trustor, aside from an egocentric profit motive. If an employee believes a manager cares about the employee’s interests, the manager will be seen as having benevolence for the employee.

13. Benevolence: Operational Top management is very concerned about my welfare. My needs and desires are very important to top management. Top management would not knowingly do anything to hurt me. Top management really looks out for what is important to me. Top management will go out of its way to help me.

14. Integrity The trustor’s perception that the trustee adheres to a set of principles that the trustor finds acceptable. This subsumes not only that a manager espouses values that the employee sees as positive, but also that the manager acts in a way that is consistent with the espoused values.

15. Integrity: Operational Top management has a strong sense of justice. I never have to wonder whether top management will stick to its word. Top management tries hard to be fair in dealings with others. Top management’s actions and behaviors are not very consistent.* I like top management’s values. Sound principles seem to guide top management’s behavior.

16. Four Modes of Theory Construction and the Wheel of Science Figure 3.3

17. Theory Statement of relations among constructs –Identifies constructs –Explains why and how the constructs are related

18. Types of Theory Construction Model Based - conceptual, build a model, then empirically test Deductive – inferential logic, conceptual, then empirical test Functional – continual interaction of conceptualizing and empirical testing Inductive – strictly empirical, repeated observations

19. Levels of Scientific Research Endeavor Figure 3.4