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Participants and Sampling
Participants and sampling for the study required an understanding of the primary objective; i.e. to determine the current status and application of HR metrics, reporting and insight into HR accounting methodologies in South Africa, where such techniques or tools/models have been deployed.
In qualitative research, non-probability sampling techniques are used as the researcher’s intended purpose is to research individuals, groups or settings where the specific phenomenon being studied is most likely to occur. De Vos, Strydom, Fouche & Delport (2002) expressed an opinion that data are derived from one or two cases and therefore it is unlikely that these cases are randomly selected.
Judgement sampling (sample elements have a relationship on common ground; i.e. the Human Resources function) and snowball sampling (researcher gathers information from respondents that enables the location of other respondents that has the same common ground) was used during this study. The snowball sampling produced four additional sample elements for the executive and senior HR managers’ group that were not identified through the initial survey, and this additional information from participants has been included in the data analyses (Leedy, 1993).
The empirical section of this study has three parts, and three target groups were identified and used during this study. In the following paragraphs the different methods used for data collection as well as the participants from each of the groups is described.
Surveys (Questionnaires)
While qualitative data collection techniques aid in identifying relevant constructs and concepts to be examined, survey research provides a means of quantifying these concepts and examining relevant relationships in-depth. In this context an important consideration is the instrument design. Since the instrument used in this survey research is a self-administered questionnaire, the design and questionnaire formulation was designed to facilitate respondent comprehension and response accuracy.
The target group for the auditors’ survey included qualified auditors employed by Deloitte and Touche. This group was surveyed to determine the relevance of the dimensions and descriptive elements of a model for Human Capital Reporting as well as to identify any additional elements that are perceived to be relevant from an external auditors’ perspective. The objective of the questionnaire was to identify which elements of the Human Capital information (data) is essential and should be shared i) only internally, and ii) internally and externally. This group was also asked what other information (if any) they considered important to share with external stakeholders.
Delphi Technique
The Delphi technique has been found to be an appropriate mechanism for ensuring that emergent differences between and within key stakeholder groups (that can arise from differences in focus, situation and context) can be accounted for in a systematic way.
The Delphi method, as a research methodology, has been presented widely as a survey, procedure method and technique. The aim of employing the Delphi technique is to achieve consensus through a process of iteration (Hanafin, 2004). A key advantage of the Delphi technique is the potential it holds to recognise and acknowledge the contribution of each participant. The key advantage of this technique however, relates to the use of questionnaires that have the capacity to capture a wide range of inter-related variables and multi-dimensional features (Gupta and Clarke, 1996).
For purposes of this study, the definition set out by Linstone and Turoff (quoted by Hanafin, 2004) “a
method for structuring a group communication process so that the process is effective in allowing a group of individuals, as a whole, to deal with a complex problem”, is used.
The target group for the Delphi facilitated session using quantitative questionnaire and focus groups included HR Consultants from Management Consulting Groups and/or specialists HR consultants to include academic, strategic and operational thinking. The questionnaires were given to students of Organisational Behaviour as a pilot for electronic completion. Very few responses were received from the latter group – which can be construed as either due to a lack of understanding or ability to complete the questionnaires electronically. Due to this, a change in the methodology from the original intended electronic surveying was made and the Delphi facilitated sessions were used.
Three workshops were held using the Delphi technique, described as drawing on “group intelligence” and relying on the fact that although no one person may be able to provide reliable estimates confidently (Kendrick, 2004), the information gathered from these workshops were collated to enable the evaluation of the proposed framework. An observation from the researcher is that even though all participants agreed that there is a requirement for such a model, the lack of insight into the financial aspects of the business may have hindered the effectiveness of the detailed input. This was somewhat countered by the explanations and discussions during the sessions; however, the researcher balanced this with the literature research conducted.
Using focus groups, respondents were asked to complete a questionnaire at their leisure after a discussion of the topic and the context for the study. This reduces time pressures and allowed for more reflection and consideration of the responses. This method increased the number and quality of contributions and decreased the respondents’ burden by allowing participation during the time session. Participants evaluated the dimensions of the proposed framework as well as the metrics which was obtained from the literature review and semi-structured interviews. The latter was evaluated on nine dimensions (refer to Appendix D, Metric Questionnaire) Snyder-Halpern (2002:185) summarises the primary advantages of the Delphi technique as “its adaptability to diverse data collection strategies, decreased peer pressure secondary to anonymity and the ease of condensing opinions of many and varied experts into a few precise statements”.
Although many authors have questioned the reliability, validity and credibility of this research methodology, it needs to be noted that anonymity may lead to a lack of accountability. It is the opinion of the researcher that since the evaluation of the model has no personal gain or potential effect on the respondents, this is not a concern for this study.
CHAPTER 1 – THE PROBLEM AND ITS CONTEXT
1.1 Introduction
1.2 Need for research in this field
1.3 Problem Statement and Objectives
1.4 Conclusion
CHAPTER 2 – LITERATURE REVIEW
2.1 Introduction
2.2 Studies focused on HR Practices linked to business success
2.3 Key Theoretical Concepts
2.4 Company Reporting
2.5 Measuring Shareholder Value
2.6 Reporting (Accounting) for Human Capital
2.7 Measuring Human Capital
2.8 Measuring Intellectual Capital
2.9 Measuring Intangibles
2.10 Valuing Assets
2.11 Measuring Human Assets
2.12 Selected International Case Studies
2.13 Arguments against Accounting for Human Capital
2.14 Conclusion
CHAPTER 3 – RESEARCH METHODOLOGY
3.1 Introduction
3.2 Theory
3.3 Detail of the chosen procedure
3.4 Reasoning
3.5 Participants and Sampling
3.6 Target Groups
3.7 Data Collection
3.8 Data Analyses
3.9 Conclusion
CHAPTER 4 – RESULTS AND DISCUSSIONS
4.1 Introduction
4.2 Current situation – Human Capital Value Add
4.3 Reporting on Human Capital
4.4 Using Metrics and Benchmarking
4.5 Comparative External Reporting on Human Capital
4.6 Further results of semi-structured interviews
4.7 Conclusion
CHAPTER 5 PROPOSED FRAMEWORK
5.1 Introduction
5.2 Methodology for the Framework
5.3 Framework for HR
5.4 Proposed Framework
5.5 Using the Framework
CHAPTER 6 – PROPOSED HUMAN CAPITAL REPORTING (BUSINESS QUESTIONS)
6.1 Introduction
6.2 Human Capital / Human Resources Business Questions
6.3 External Reports
6.4 Performance Metrics
6.5 Conclusion
CHAPTER 7 – REPORTING HUMAN CAPITAL IN COMPANY ANNUAL REPORTS
7.1 Introduction
7.2 Principles for Reporting
7.3 Company Annual Report
7.4 Conclusion
CHAPTER 8 – CONCLUSIONS AND RECOMMENDATIONS
8.1 Introduction
8.2 Expected impact of results
8.3 Contributions of the present study
8.4 Recommendations for future work
8.5 Limitations of the present study
LIST OF REFERENCES
