Research Methods for Dissertation – Types with Comparison

Introduction

“Research methods for a dissertation refer to the specific approaches, procedures, and techniques employed by researchers to investigate and gather data for their dissertation projects.”

These methods provide a systematic and structured framework for conducting research, ensuring the reliability, validity, and rigour of the study.

What are the different research methods for the dissertation, and which one should I use?

Choosing the right research method for a dissertation is a grinding and perplexing aspect of the dissertation research process. A well-defined research methodology helps you conduct your research in the right direction, validates the results of your research, and makes sure that the study you’re conducting answers the set research questions.

The research title, research questions, hypothesis, objectives, and study area generally determine the best research method in the dissertation.

This post’s primary purpose is to highlight what these different types of research methods involve and how you should decide which type of research fits the bill. As you read through this article, think about which one of these research methods will be the most appropriate for your research.

The practical, personal, and academic reasons for choosing any particular method of research are also analysed. You will find our explanation of experimental, descriptive, historical, quantitative, qualitative, and mixed research methods useful regardless of your field of study.

While choosing the right method of research for your own research, you need to:

• Understand the difference between research methods and methodology.
• Think about your research topic, research questions, and research objectives to make an intelligent decision.
• Know about various types of research methods so that you can choose the most suitable and convenient method as per your research requirements.

Research Methodology Vs. Research Methods

A well-defined research methodology helps you conduct your research in the right direction, validates the results of your research, and makes sure that the study you are conducting answers the set research questions.

Research methods are the techniques and procedures used for conducting research. Choosing the right research method for your writing is an important aspect of the research process.

You need to either collect data or talk to the people while conducting any research. The research methods can be classified based on this distinction.

Types of Research Methods

Research methods are broadly divided into six main categories.

1. Experimental Research Methods
2. Descriptive Research Methods
3. Historical Research Methods
4. Quantitative Research Methods
5. Qualitative Research Methods
6. Mixed Methods of Research

Experimental Research Methods

Experimental research includes the experiments conducted in the laboratory or observation under controlled conditions. Researchers try to study human behavior by performing various experiments. Experiments can vary from personal and informal natural comparisons. It includes three types of variables;

• Independent variable
• Dependent variable
• Controlled variable

Types of Experimental Methods

Laboratory experiments

The experiments were conducted in the laboratory. Researchers have control over the variables of the experiment.

Field experiment

The experiments were conducted in the open field and environment of the participants by incorporating a few artificial changes. Researchers do not have control over variables under measurement. Participants know that they are taking part in the experiment.

Natural experiments

The experiment is conducted in the natural environment of the participants. The participants are generally not informed about the experiment being conducted on them.

Example: Estimating the health condition of the population.

Quasi-experiments

A quasi-experiment is an experiment that takes advantage of natural occurrences. Researchers cannot assign random participants to groups.

Example: Comparing the academic performance of the two schools.

Descriptive Research Methods

Descriptive research aims at collecting the information to answer the current affairs. It follows the Ex post facto research, which predicts the possible reasons behind the situation that has already occurred. It aims to answer questions like how, what, when, where, and what rather than ‘why.’

 

Historical Research Methods

In historical research, an investigator collects, analyses the information to understand, describe, and explain the events that occurred in the past. Researchers try to find out what happened exactly during a certain period of time as accurately and as closely as possible. It does not allow any manipulation or control of variables.

Quantitative Research Methods

Quantitative research is associated with numerical data or data that can be measured. It is used to study a large group of population. The information is gathered by performing statistical, mathematical, or computational techniques.

Quantitative research isn’t simply based on statistical analysis or quantitative techniques but rather uses a certain approach to theory to address research hypotheses or research questions, establish an appropriate research methodology, and draw findings & conclusions.

Some most commonly employed quantitative research strategies include data-driven dissertations, theory-driven studies, and reflection-driven research. Regardless of the chosen approach, there are some common quantitative research features as listed below.

• Quantitative research is based on testing or building on existing theories proposed by other researchers whilst taking a reflective or extensive route.
• Quantitative research aims to test the research hypothesis or answer established research questions.
• It is primarily justified by positivist or post-positivist research paradigms.
• The research design can be relationship-based, quasi-experimental, experimental, or descriptive.
• It draws on a small sample to make generalisations to a wider population using probability sampling techniques.
• Quantitative data is gathered according to the established research questions and using research vehicles such as structured observation, structured interviews, surveys, questionnaires, and laboratory results.
• The researcher uses statistical analysis tools and techniques to measure variables and gather inferential or descriptive data. In some cases, your tutor or members of the dissertation committee might find it easier to verify your study results with numbers and statistical analysis.
• The accuracy of the study results is based on external and internal validity and the authenticity of the data used.
• Quantitative research answers research questions or tests the hypothesis using charts, graphs, tables, data, and statements.
• It underpins research questions or hypotheses and findings to make conclusions.
• The researcher can provide recommendations for future research and expand or test existing theories.

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Qualitative Research Methods

It is a type of scientific research where a researcher collects evidence to seek answers to a question. It is associated with studying human behaviour from an informative perspective. It aims at obtaining in-depth details of the problem.

As the term suggests, qualitative research is based on qualitative research methods, including participants’ observations, focus groups, and unstructured interviews.

Qualitative research is very different in nature when compared to quantitative research. It takes an established path towards the research process, how research questions are set up, how existing theories are built upon, what research methods are employed, and how the findings are unveiled to the readers.

You may adopt conventional methods, including phenomenological research, narrative-based research, grounded theory research, ethnographies, case studies, and auto-ethnographies.

Again, regardless of the chosen approach to qualitative research, your dissertation will have unique key features as listed below.

• The research questions that you aim to answer will expand or even change as the dissertation writing process continues. This aspect of the research is typically known as an emergent design where the research objectives evolve with time.
• Qualitative research may use existing theories to cultivate new theoretical understandings or fall back on existing theories to support the research process. However, the original goal of testing a certain theoretical understanding remains the same.
• It can be based on various research models, such as critical theory, constructivism, and interpretivism.
• The chosen research design largely influences the analysis and discussion of results and the choices you make. Research design depends on the adopted research path: phenomenological research, narrative-based research, grounded theory-based research, ethnography, case study-based research, or auto-ethnography.
• Qualitative research answers research questions with theoretical sampling, where data gathered from an organisation or people are studied.
• It involves various research methods to gather qualitative data from participants belonging to the field of study. As indicated previously, some of the most notable qualitative research methods include participant observation, focus groups, and unstructured interviews.
• It incorporates an inductive process where the researcher analyses and understands the data through his own eyes and judgments to identify concepts and themes that comprehensively depict the researched material.
• The key quality characteristics of qualitative research are transferability, conformity, confirmability, and reliability.
• Results and discussions are largely based on narratives, case study and personal experiences, which help detect inconsistencies, observations, processes, and ideas.s
• Qualitative research discusses theoretical concepts obtained from the results whilst taking research questions and/or hypotheses to draw general conclusions.

Now that you know the unique differences between quantitative and qualitative research methods, you may want to learn a bit about primary and secondary research methods.

Here is an article that will help you distinguish between primary and secondary research and decide whether you need to use quantitative and/or qualitative primary research methods in your dissertation.

Alternatively, you can base your dissertation on secondary research, which is descriptive and explanatory in essence.

Types of Qualitative Research Methods

Action research

Action research aims at finding an immediate solution to a problem. The researchers can also act as the participants of the research. It is used in the educational field.

Case study

A case study includes data collection from multiple sources over time. It is widely used in social sciences to study the underlying information, organisation, community, or event. It does not provide any solution to the problem. Researchers cannot act as the participants of the research.

Ethnography

In this type of research, the researcher examines the people in their natural environment. Ethnographers spend time with people to study people and their culture closely. They can consult the literature before conducting the study.

Mixed Methods of Research

When you combine quantitative and qualitative methods of research, the resulting approach becomes mixed methods of research.

Over the last few decades, much of the research in academia has been conducted using mixed methods because of the greater legitimacy this particular technique has gained for several reasons including the feeling that combining the two types of research can provide holistic and more dependable results.

Here is what mixed methods of research involve:

• Interpreting and investigating the information gathered through quantitative and qualitative techniques.
• There could be more than one stage of research. Depending on the research topic, occasionally it would be more appropriate to perform qualitative research in the first stage to figure out and investigate a problem to unveil key themes; and conduct quantitative research in stage two of the process for measuring relationships between the themes.

Note: However, this method has one prominent limitation, which is, as previously mentioned, combining qualitative and quantitative research can be difficult because they both are different in terms of design and approach. In many ways, they are contrasting styles of research, and so care must be exercised when basing your dissertation on mixed methods of research.

When choosing a research method for your own dissertation, it would make sense to carefully think about your research topic, research questions, and research objectives to make an intelligent decision in terms of the philosophy of research design.

Dissertations based on mixed methods of research can be the hardest to tackle even for PhD students.

Our writers have years of experience in writing flawless and to the point mixed methods-based dissertations to be confident that the dissertation they write for you will be according to the technical requirements and the formatting guidelines.

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Please Find Below an Example of Research Methods Section in a Dissertation or Thesis.

Background and Problem

Diversity management became prominent in the late twentieth century, with foundations in America. Historically homogeneous or nondiverse nations, such as Finland, have not yet experienced the issues associated with rising cultural and ethnic diversity in the workforce. Regardless of the environment, workforce diversity garners greater attention and is characterised by its expanding relevance due to globalised and international companies, global and national worker mobility, demographic shifts, or enhancing productivity.

As a result, challenges of diversity management have been handled through legal, financial, and moral pressures (Hayes et al., 2020). The evolving structure of the working population in terms of language, ethnic background, maturity level, faith, or ethnocultural history is said to pose a challenge to human resource management (HRM) in utilising diversity: the understanding, abilities, and expertise prospects of the entire workforce to deal with possible developments.

The European approach to diversity management is regarded as growing. However, it is found to emphasise the relationship to business and lack competence in diversity management problems. Mass immigration concentrates variety, sometimes treated as cultural minority issues, implying the normalisation of anti-discrimination actions (Yadav and Lenka, 2020).

These causes, in turn, have provided the basis of comprehensive diversity research, which has generated different theories, frameworks, concepts, and guidelines from interdisciplinary viewpoints, such as industrial and organisational psychology and behaviour (OB), cultural studies, anthropology, migration, economics, postcolonialism, and so on. And in the form of international, social and cultural, organisational, group, and individual scale diversity analysis. This dissertation focuses on diversity concerns from impression management, specifically from HRM as an executive-level phenomenon (Seliverstova, 2021).

As conceptual frameworks, organisational structures concentrating on the production of diversity and social psychology, notably social identity theory with diverse ‘identities’ of persons or intergroup connections, are primarily employed. The study’s primary goal in the workplace is to discover inequities or examine the effects of diversity on workplace outcomes.

Individual study interests include behaviours, emotions, intelligence, intercultural skills or competencies, while group research interests include group dynamics, intergroup interactions, effectiveness, and cooperation or collaboration. Organisational studies address themes such as workforce composition, workplace equality, and diversity challenges and how they may be managed accordingly. Domestic diversity, omitting national distinctions, or global diversity, about diverse country cultures, might be studied further (AYDIN and ÖZEREN, 2018).

Diversity is a context-dependent, particular, comparative, complicated, plural phrase or idea with varying interpretations in different organisations and cultures and no unified definition. As a result, in addition to many internal and external elements, diversity may be managed, individuals taught, and organisations have grown in various ways. This dissertation considers diversity in an organisational environment as a construct of ‘differences’ to be handled (Cummings, 2018).

Various management systems have grown in stages, bringing diverse diversity management concepts. Equality/equal opportunities (EO) legislation and diversity management are the two conventional approaches and primary streams with differing theoretical foundations for managing and dealing with workforce diversity challenges (DM).

These approaches relate to whether diversity is handled by increasing sameness by legal pressures or by voluntarily respecting people’s differences, which shows an organisation’s responsiveness and proactivity toward managing diversity. But most of the literature in this area has avoided the impression management theories (Coad and Guenther, 2014). Therefore, this study will add a new dimension in this area by introducing impression management analysis.

Research Aim and Objectives

This research aims to analyse the impact of organisational structure on human resources diversification from the viewpoint of impression managerial theory. It has the following objectives:

• It will examine the existing impression management literature to draw insights into the relationship under consideration.
• It will identify various factors such as competency, social inclusion, etc., affecting the management’s decision to recruit diverse human resources.
• It will recommend appropriate organisational structures and HR policies to improve diversification of HR by reviewing impression management theories.

Research Questions

This research will answer the following questions:

• How does organisational structure affect human resources diversification from the viewpoint of impression managerial theory?
• What factors such as competency, social inclusion, etc., affect the management decision to recruit diverse human resources?
• What are appropriate organisational structures and HR policies to improve diversification of HR by reviewing impression management theories?

Research Hypothesis

The organisational structure significantly impacts the recruitment of diverse human resources.

Literature Review

According to Staniec and Zakrzewska-Bielawska (2010), considering strategy-oriented activities and organisational components are the critical foundation in the organisational structure required to align structure strategy. Each company’s internal organisation is somewhat distinctive, resulting from various corporate initiatives and historical conditions.

Furthermore, each design is based on essential success elements and vital tasks inherent in the firm plan. This article offers empirical research on unique organisational structure elements in Polish firms in the context of concentration and diversification tactics. And companies that adopted concentration techniques mainly used functional organisational structures.

Tasks were primarily classified and categorised based on functions and phases of the technical process, with coordination based on hierarchy. Jobs were also highly centralised and formalised. Organisational structures of an active type were also prevalent in many firms. Only a handful of the evaluated organisations possessed flexible contemporary divisional or matrix structures appropriate to differentiation. However, it appears that even such organisations should adjust their organisational solutions to perform successfully in an immensely complex and chaotic environment.

Similarly, according to Yang and Konrad (2011), diversity management techniques are the institutionalised methods created and applied by organisations to manage diversity among all organisational shareholders. They examined the existing research on the causes and significance of diversity management approaches.

They construct a research model indicating many potential routes for future study using institutional and resource-based theories. They also offer prospective avenues for study on diversity management techniques to further the two theoretical viewpoints. The findings indicate that research on diverse management practises might provide perceptions into the two ideologies. Diversity management provides a method for reconciling the agency vs structure issue for institutional concept.

Furthermore, diversity management is a suitable framework for studying how institutional pressures are translated into organisational action and the relationship between complying with institutional mandates and attaining high performance. Research on diversity management raises the importance of environmental normative elements in resource-based reasoning.

It allows for exploring essential resource sources and the co-evolution of diversity resources and management capacities, potentially developing dynamic resource-based theory. Furthermore, a review of the existing research on diversity management practices reveals that research in this field has nearly entirely concentrated on employee-related activities.

However, in establishing the idea of diversity management practises, we included the practises that companies put in place to manage diversity across all stakeholder groups on purpose. Management techniques for engaging with consumers, dealers, supervisors, board directors, and community members are critical for meeting institutional theory’s social and normative commitments.

Moreover, according to Sippola (2014), this research looks at diversity management from the standpoint of HRM. The study aims to discover the effects of expanding workforce diversity on HRM inside firms. This goal will be accomplished through four papers examining diversity management’s impacts on HRM from various viewpoints and mostly in longitudinal contexts.

The purpose of the first article, as a pilot survey, is to determine the reasons, advantages, and problems of rising cultural diversity and the consequences for HRM to get a preliminary grasp of the issue in the specific setting. According to the report, diversity is vital for productivity but is not often emphasised in HRM strategy.

The key areas that were changed were acquisition, development, and growth. The second article examines how different diversity management paradigms recognised in businesses affect HRM. It offers an experimentally verified typology that explains reactive or proactive strategic and operational level HRM activities in light of four alternative diversity management perspectives.

The third essay will examine how a ‘working culture bridge group’ strategy fosters and enhances workplace diversity. The research looks into how development goals are defined, what training and development techniques are used, and the consequences and causal factors when an analysis measures the training and development approach.

The primary goal of article four is to establish which components of diversity management design are globally integrated into multinational corporations (MNCs) and which integrating (delivery) methods are employed to facilitate it. Another goal is to identify the institutional problems faced by the Finnish national diversity setting during the integration process.

The findings show that the example organisation achieved more excellent global uniformity at the level of diversification concept through effective use of multiple frameworks but was forced to rely on a more multinational approach to implementing diversification policies and procedures. The difficulties faced emphasised the distinctiveness of Finland’s cognitive and normative institutional setting for diversity.

Furthermore, according to Guillaume et al. (2017), to compensate for the dual-edged character of demographic workplace diversity impacts on social inclusion, competence, and well-being-related factors, research has shifted away from straightforward main effect methods and begun to investigate factors that moderate these effects.

While there is no shortage of primary research on the circumstances that lead to favourable or poor results, it is unknown which contextual elements make it work. Using the Classification framework as a theoretical lens, they examine variables that moderate the impacts of workplace diversity on social integration, performance, and well-being outcomes, emphasising characteristics that organisations and managers can influence.

They suggest future study directions and end with practical applications. They concluded that faultlines, cross-categorisation, and status variations across demographic groupings highlight variety. Cross-categorisation has been proven to reduce intergroup prejudice while promoting social inclusion, competence, and well-being. Whether faultlines and subgroup status inequalities promote negative or good intergroup interactions and hinder social integration, performance, and well-being depends on whether situational factors encourage negative or positive intergroup connections. The impacts were not mitigated by team size or diversity type.

Furthermore, our data demonstrate that task characteristics are essential for workgroup diversity. Any demographic diversity in workgroups can promote creativity, but only when combined with task-relevant expertise improves the performance of teams undertaking complicated tasks. The type of team and the industrial context do not appear to play an effect. It is unclear if these findings apply to relational demography and organisational diversity impacts. There is some evidence that, under some settings, relational demography may increase creativity, and, as previously said, demographic variety may help firms function in growth-oriented strategy contexts.

Likewise, according to Ali, Tawfeq, and Dler (2020), diversity management refers to organisational strategies that strive to increase the integration of people from diverse backgrounds into the framework of corporate goals. Organisations should develop productive ways to implement diversity management (DM) policies to establish a creative enterprise that can enhance their operations, goods, and services.

Furthermore, human resource management HRM is a clever tool for any firm to manage resources within the company. As a result, this article explores the link between DM, HR policies, and workers’ creative work-related behaviours in firms in Kurdistan’s Fayoum city. According to the questionnaire, two hypotheses were tested: the influence of HRM on diversity management, HRM on innovation, and the impact of diversity management on innovation.

The first premise is that workplace diversity changes the nature of working relationships, how supervisors and managers connect, and how workers respond to one another. It also addresses human resource functions such as record-keeping, training, recruiting, and employee competence needs. The last premise on the influence of diversity management on innovation is that workplace diversity assists a business in hiring a diverse range of personnel.

In other words, a vibrant population need individuals of varied personalities. Workplace diversity refers to a company’s workforce consisting of employees of various genders, ages, faiths, races, ethnicities, cultural backgrounds, religions, dialects, training, capabilities, etc. According to the study’s findings, human resource management strategies have a substantial influence on diversity management.

Second, diversity management was found to have a considerable impact on creativity. Finally, human resource management techniques influenced innovation significantly. Based on the findings, it was discovered that diversity management had a more significant influence on creation than human resource management.

Lastly, according to Li et al. (2021), the universal trend of rising workplace age diversity has increased the study focus on the organisational effects of age-diverse workforces. Prior research has mainly concentrated on the statistical association between age diversity and organisational success rather than experimentally examining the probable processes behind this relationship.

They argue that age diversity influences organisational performance through human and social capital using an intellectual capital paradigm. Moreover, they investigate workplace functional diversity and age-inclusive management as two confounding factors affecting the benefits of age diversity on physical and human capital.

Their hypotheses were evaluated using data from the Association for Human Resource Management’s major manager-reported workplace survey. Age diversity was favourably linked with organisational performance via the mediation of higher human and social capital. Furthermore, functional diversity and age-inclusive management exacerbated the favourable benefits of age variety on human and social capital. Their study gives insight into how age-diverse workforces might generate value by nurturing knowledge-based organisational resources.

Research Gap/ Contribution

Although there is a vast body of research in diversity in the human resource management area, many researchers explored various dimensions. But no study explicitly discovers the impact of organisational culture on human resource diversification. Moreover, no researchers examined the scope of impression management in this context.

Therefore, this research will fill this considerable literature gap by finding the direct impact of organisational structure on human resource diversification. Secondly, by introducing a new dimension of impression management theory. It will open new avenues for research in this area, and it will help HR managers to formulate better policies for a more inclusive organisational structure.

Research Methodology

It will be mixed quantitative and qualitative research based on the secondary data collected through different research journals and case studies of various companies. Firstly, the quantitative analysis will be conducted through a regression analysis to show the organisational structure’s impact on human resource diversification.

The dummy variable will be used to show organisational structure, and diversification will be captured through the ethnic backgrounds of the employees. Moreover, different variables will be added to the model, such as competency, social inclusion, etc. It will fulfil the objective of identifying various factors which affect the management decision to recruit diverse human resources. Secondly, a systematic review of the literature will be conducted for qualitative analysis to add the impression management dimension to the research. Google Scholar, JSTOR, Scopus, etc., will be used to search keywords such as human resource diversity, impression management, and organisation structure.

Research Limitation

Although research offers a comprehensive empirical analysis on the relationship under consideration due to lack of resources, the study is limited to secondary data. It would be better if the research would’ve been conducted on the primary data collected through the organisations. That would’ve captured the actual views of the working professionals. It would’ve increased the validity of the research.

References

Ali, M., Tawfeq, A., & Dler, S. (2020). Relationship between Diversity Management and Human Resource Management: Their Effects on Employee Innovation in the Organizations. Black Sea Journal of Management and Marketing, 1(2), 36-44.

AYDIN, E., & ÖZEREN, E. (2018). Rethinking workforce diversity research through critical perspectives: emerging patterns and research agenda. Business & Management Studies: An International Journal, 6(3), 650-670.

Coad, A., & Guenther, C. (2014). Processes of firm growth and diversification: theory and evidence. Small Business Economics, 43(4), 857-871.

Cummings, V. (2018). Economic Diversification and Empowerment of Local Human Resources: Could Singapore Be a Model for the GCC Countries?. In. Economic Diversification in the Gulf Region, II , 241-260.

Guillaume, Y., Dawson, J., Otaye‐Ebede, L., Woods, S., & West, M. (2017). Harnessing demographic differences in organizations: What moderates the effects of workplace diversity? Journal of Organizational Behavior, 38(2), 276-303.

Hayes, T., Oltman, K., Kaylor, L., & Belgudri, A. (2020). How leaders can become more committed to diversity management. Consulting Psychology Journal: Practice and Research, 72(4), 247.

Li, Y., Gong, Y., Burmeister, A., Wang, M., Alterman, V., Alonso, A., & Robinson, S. (2021). Leveraging age diversity for organizational performance: An intellectual capital perspective. Journal of Applied Psychology, 106(1), 71.

Seliverstova, Y. (2021). Workforce diversity management: a systematic literature review. Strategic Management, 26(2), 3-11.

Sippola, A. (2014). Essays on human resource management perspectives on diversity management. Vaasan yliopisto.

Staniec, I., & Zakrzewska-Bielawska, A. (2010). Organizational structure in the view of single business concentration and diversification strategies—empirical study results. Recent advances in management, marketing, finances. WSEAS Press, Penang, Malaysia.

Yadav, S., & Lenka, U. (2020). Diversity management: a systematic review. Equality, Diversity and Inclusion: An International Journal.

Yang, Y., & Konrad, A. (2011). Understanding diversity management practices: Implications of institutional theory and resource-based theory. Group & Organization Management, 36(1), 6-38.

FAQs About Research Methods for Dissertations