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Solution
7CO04: Business Research in People Practice
Application for Ethical Approval of a Research Project
All research carried out by learners studying with Avado must receive appropriate ethical approval before commencement. The correct procedure must be followed in order that researchers design, undertake and review their research to ensure integrity, value, and quality.
In order for your research proposal to be approved you must complete and submit the following:
- Section A of this proposal
- Section B of this proposal –this must include a copy of the questions that you plan to ask in your data collection, for example survey questions or interview questions
- Section C of this proposal – this must include a completed Participant Information Sheet which you can find in Appendix 1
- Section D of this proposal – you must include an e-mail from your line manager/approving manager in which they clearly state that they approve your research topic, data collection method, and the questions that you plan to ask. Please note that a letter from your line manager/approving manager is not sufficient. You must provide an e-mail so that we can clearly see that the approval has originated from the manager in your organisation, and this must include a full e-mail signature denoting the managers’ name and position.
Section A: Learner Details
| Learner Name: | Your full name
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| Course Title: | CIPD Level 7 Advanced Diploma in Strategic People Management – Unit 7CO04 Business Research in People Practice |
| Avado Cohort Tutor Name: | Your cohort tutor’s full name
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| Research Topic Area: | Talent Management
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Section B: Research Project Details
| Project Title: | The selected title is; Criteria for successful employee redeployment during organisational restructuring in Malath Insurance organisation.
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| Start Date: |
November |
| End Date: | The month within which your 7CO04 submission is due (check your programme schedule)
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| Research Objectives: | 2-3 specific objectives that clearly outline what you would like to achieve with your research. These need to be SMART and you will note the achievement of these at the end of the project.
1. To conduct secondary research on redeployment by reviewing 10 key studies in areas of changing structure, cultural practices and shifting to acquiring profits within 5 weeks 2. To conduct primary research by surveying 60 respondents to identify different factors impacting employee’s success in the redeployment process in their active organisation practice for 4 weeks 3. To pursue both primary data for 60 respondents and secondary research of 10 key studies for the purpose of supporting employees in their fresh commercialised unit in 3 weeks 4. To provide 5 recommendations in regard to evidence-based redeployment strategy in the organisation for prompt and on-time application within 6 weeks |
| Research Rationale: | With financial and insurance sector where Malath Insurance operate from, contributing to upto 46% of the overall GDP, managing competition and leveraging on market dominance is essential (Trading economics, 2024). Malath Insurance employs an upward of 73,000 employees globally. It also handle upward of 3,000 claims annually (Malath Insurance, 2024). Further, in Muath Insurance, an employee fired would lead to upto 150% of their pay. Retraining would cost approximately $1,096 for each employee. Management of all the employees is a complex undertaking. This is owing to complex structure, hierarchy and culture distinct. Hence, as part of restructuring and adapting to new change by Malath Insurance, redeployment is instrumental. This is to adapt to the changes and embracing new structures. According to Ekemam and Okpara (2021), redeployment manages issues which are associated with employees disagreement with the process for selected staff. After COVID-19, in Muath Insurance, approximately 100 employees were made redundancy. This led to 50% increased turnover levels negatively affecting the organisation. It is similarly unclear on best strategy for Malath Insurance in achieving redeployment process successfully. Therefore, this research will have value to organisation by identifying best strategy in redeployment for successful organisation structure and culture change. |
| Literature Review Summary: | Conduct some wider research and reading into your chosen topic and write a summary of up to 400 words of the key themes. Your tutor will provide further guidance in your online session and you can read the example provided. This should focus on two specific themes from the topic, eg for example if your topic is about absence, your two topics could be management style and team environment. You need to compare and contrast author viewpoints.
Concept of Employees Redeployment Despite of multiple authors evaluating redeployment in a resource-based context (Collins, 2022; Dickler and Folta, 2020), limited literature has evaluated in regard to culture, climate and profitability. The rationale of this is identified in Eshbayev et al. (2023) as informing the outcomes of redeployment influencing staff outcomes. In contrast, majority of the research has focused on downward redeployment which is embraced in a phenomenon of redundancy or alternative of employment termination with employees settling for lower authority positioning. The application of resource-based theory fails in regard to identifying scope of change and downward redeployment failing in appropriately describing expected change Malath Insurance. Establishing Right Employees for Redeployment As previously noted, redeployment is a concept which is anchored on various contexts including redundancy, new opportunities and staff requests (Hajnić & Mileva Boshkoska, 2020; Carldén & Idéhn, 2021). Different institutions including CIPD note the best practice implemented in upward redeployment and assign people practice professionals with a function of establishing staff skills, competency and learning matching demands of new work areas, units/stations. This is different from Chauvin et al. (2024) findings evidencing employees flexibility particularly with deployment coming with change of their location. This would be relevant in the Malath Insurance operating in the financial sector and impacted by redeployment issues. For redeployment success metrics, Scott et al. (2022) following Resource-based perspective identified creation of value by growing horizontally. This is different from Lewis (2022) which had identified achievement of high performance in times of change. The different views are since Scott et al. (2022) had noted reducing resourcing costs, improving staff morale and eventually a decreased costs of venture in a business environment. This is with Lewis (2022) noting performance post-deployment are not updated since their focus is perceptions of justice and trust- based relations in redeployment process impacted by performance. Hence, combining the studies findings, Galura (2020) hypothesised the need for identifying issues with recognising loss of authority, influences and privileges which are elicited by downward redeployment being a potential negative impact of performance of redeployees. This is for a successful metrics being put in place. In regard to Malath Insurance, the findings are applicable for ensuring that the organisation leverage on competitive advantage in their financial sector. Financial sector organisations are impacted directly by downward deployment of employees. Resource Organisation and Supporting Strategies for Redeployed Employees The demand for the employees appreciation of their potential is noted in reviewed literature. According to Sabel and Sasson (2023) this is a social aspect with a capacity for influencing their output level. The author had identified training and development strategies, engagement, communication effectiveness. In Saudi Arabia financial sector, balancing workplace functions and taking part in learning is a major limitation. This would negatively impact success in redeployment. These findings are different from Feldman and Sakhartov (2022) which identify two-way communication, prioritising staff legal demands, fairness and transparency in evaluating transferable skills and manageable workloads. With Saudisation being a critical policy in Saudi Arabia financial sector, redeployment could negatively be affected by limiting scope of inclusion in supporting redeployment.
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