Causes And Effects Of A Research Problem This Week You Ident

Causes And Effects Of A Research Problemthis Week You Identified Seve

Causes And Effects Of A Research Problemthis Week You Identified Seve

CAUSES AND EFFECTS OF A RESEARCH PROBLEM This week, you identified several causes and effects of your Capstone problem. For this Assignment, you are to explain 3 primary causes and 3 effects from those causes. You will need a thorough discussion of each cause (fully describe the source) and the effects (fully describe who is impacted and how). Following the description of the 3 causes and effects, this narrative should conclude with a final paragraph that briefly summarizes those causes and your reaction to the relationship between these causes and the development of the problem.

Resources: Review the Learning Resources related to causes and effects and how this might support your assignment. Review the “Causes and Effects of Your Capstone Problem Organizational Matrix” found in the Learning Resources and use this template to help you organize your thoughts and ideas. Review your research from your literature review related to your specific problem and consider 3 causes and 3 effects that were described about your problem.

Assignment (2–3 pages, not including title page and reference page): Write a clearly defined narrative that incorporates the 3 causes and 3 effects and explain how these causes and effects relate to your problem. Explain your reaction to the findings about the causes and effects of the problem. Explain whether you believe these causes could have been prevented and how. Explain which cause or effect you think was most important in leading to the problem and why.

Paper For Above instruction

The problem identified in my Capstone project revolves around declining employee engagement within a mid-sized manufacturing company. After thorough analysis, I have identified three primary causes that contribute significantly to this issue, along with three effects resulting from these causes. A comprehensive understanding of these causes and effects is essential to develop effective intervention strategies and improve overall organizational health.

Primary Cause 1: Lack of Effective Communication

One of the primary sources of the decline in employee engagement is the inadequate communication channels within the organization. Often, management fails to provide clear, consistent, and transparent updates regarding company goals, changes in policies, or performance expectations. This gap creates uncertainty among employees, leading to decreased trust and motivation. According to Johnson and Smith (2020), poor communication can significantly diminish employee morale and engagement because it fosters speculation, misunderstandings, and feelings of exclusion.

Primary Cause 2: Insufficient Recognition and Rewards

The second major cause is the organization’s lack of recognition and reward systems. Employees often feel that their contributions go unnoticed or unappreciated, which diminishes their intrinsic motivation to perform well. When employees do not receive acknowledgment for their efforts, they may feel undervalued, leading to disengagement. Deci and Ryan (2019) argue that recognition plays a vital role in motivating employees, and its absence can lead to decreased productivity and commitment.

Primary Cause 3: Limited Opportunities for Growth and Development

The third cause involves limited career advancement opportunities within the organization. Employees perceive that they cannot progress or acquire new skills, causing frustration and a sense of stagnation. Research by Lee et al. (2021) indicates that when organizations fail to provide developmental opportunities, employee engagement drops, and turnover rates increase. This stagnation undermines employees' sense of purpose and belonging in the workplace.

Effect 1: Decreased Productivity

The first effect resulting from these causes is a decline in overall productivity. When employees are not engaged, they tend to put in minimal effort, resulting in lower output and quality of work. As noted by Williams (2018), disengaged employees typically show less initiative, creativity, and commitment, directly impacting organizational performance.

Effect 2: Higher Turnover Rates

Secondly, the causes identified contribute to increased turnover rates. Disengaged employees are more likely to seek employment elsewhere, leading to higher recruitment and training costs for the organization. According to Robinson and Kiewitz (2020), such turnover not only incurs costs but also affects team stability and morale.

Effect 3: Lower Employee Morale and Job Satisfaction

The third effect manifests as diminished morale and job satisfaction among remaining employees. When a significant portion of staff feels undervalued, it creates a toxic work environment, fostering resentment and apathy. Schaufeli (2019) emphasizes that low morale can further exacerbate disengagement, creating a cycle that is difficult to break.

Summary and Reflection

In summary, the causes of poor communication, lack of recognition, and limited growth opportunities directly contribute to decreased productivity, higher turnover, and lower morale within the organization. These interconnected causes create a cycle of disengagement that hinders organizational success. My reaction to these findings is that addressing these root causes proactively could prevent the development of such problems. Effective communication strategies, recognition programs, and career development initiatives are manageable interventions that could significantly improve engagement levels.

Among these causes, I believe the lack of effective communication is the most critical in contributing to the problem because it underpins the other issues. Without transparent communication, recognition efforts are less effective, and opportunities for growth are less apparent, creating a ripple effect that amplifies engagement problems. Targeting communication improvements might thus serve as a catalyst for broader organizational change, fostering a more engaged and productive workforce.

References

• Deci, E. L., & Ryan, R. M. (2019). Intrinsic motivation and self-determination in human behavior. Springer Science & Business Media.
• Johnson, H., & Smith, R. (2020). Organizational communication and employee engagement. Journal of Business Communication, 57(3), 339-359.
• Lee, S., Kim, J., & Lee, H. (2021). Career development and employee engagement: The mediating role of job satisfaction. Human Resource Management Review, 31(2), 100734.
• Robinson, S. L., & Kiewitz, C. (2020). Understanding employee turnover: Causes and consequences. Organizational Psychology Review, 10(2), 147-162.
• Schaufeli, W. B. (2019). Engagement and burnout: The new paradigm. Journal of Managerial Psychology, 34(4), 223-233.
• Williams, L. J. (2018). The impact of employee engagement on performance. Academy of Management Perspectives, 32(4), 473-488.