Literature search strategy and literature review (3pages)

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Literature Search Strategy

After you have introduced the topic or issue, the next section incorporates a search on relevant literature in the field. With a literature search strategy, discuss exactly how you conducted your search of the literature. That is, very specifically, describe your search strategy. What keywords did you use to conduct your search? What databases did you search? What additional methods did you use to uncover relevant articles, books, et cetera? (For example, did you examine the reference section of the articles you located for additional articles?)

A literature search strategy includes:

  • A description of accessed library databases and search engines used
  • A description of key search terms and combinations of search terms (with more detailed search terms located in an appendix if appropriate)
  • A description of the scope of literature review (years searched, types of literature and sources      searched, including seminal and current peer-reviewed)
  • A description of additional search methods in cases where there is limited current research, dissertations,      conference proceedings, etc.

Literature ReviewFollowing your literature search, you present a synthesis of peer-reviewed, scholarly literature in a literature review. In presenting relevant, scholarly literature, you annotate each resource to include pertinent theoretical and empirical findings, methodology, and/or research disparities relating to your topic or issue. A literature review includes:

  • A discussion of relevant theories that form the basis for your literature review
  • A description of major theoretical propositions and/or major hypotheses of those theories
  • A review of the literature that describes studies related to the leadership topic and/or theory of your      choosing
  • A review and synthesis of studies  related to the key independent, dependent, and covariate variables to      produce a description and explanation of what is known about the      variables, what is controversial (i.e., mixed findings by researchers),      and what remains to be studied

  Please use the attached paper to do the lit. review and strategy. All articles are in reference 

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Project: Final Project

PSYC 8754:

Abstract

Since early 2020, Corona virus disease 2019 (COVID-19) spread across the world infecting millions and killings thousands and more. During these unprecedented times, organization’s eliminated face-to-face interaction. As a result, organizations were forced to work remotely and adapt to new technology in the process. Now, while COVID19 pandemic is currently concluding, organizations are reopening, while the next generation of workers, Millennials, are entering the workplace and demanding the freedom to pursue work with meaning rather than stability. Vyas and Butakhieo (2020) stated that some of the concerns of recalling employees back to office reflect common issues like job flexibility, organizational support, individual disease vulnerability, and differences in workstyle. Green et al. (2020) stated that individuals who never worked remote before has been heavy effective in this transition back to the worksite from telework. Therefore, the problem statement that will be studied does remote work affect the development of new jobs for millennials since COVID19?

Final Project

Introduction

In the midst of the COVID19 pandemic that struck the world by surprise, organizations were forced to transition from the office to telework. Tursunbayeva et al. (2022) state that the COVID-19 pandemic has initiated a remote work transformation that is opening a new debate on its effects on the workplace, labor market, and organizational practices. Furthermore, Reina et al (2022) notes that remote work due to COVID 19 has organizations redesigning jobs due to employee’s performance that increased during these tough times and now, millennials are craving remote work (Camp et al., 2022).

According to Camp et al. (2022), the millennial generation, who were born between 1980-1995, is seeking jobs that are flexible, collaborative, and creates a positive work-life balance that reflects remote work. As COVID19 restrictions are ending and organizations are ending remote work, how will organizations retain talent, especially for millennials? Therefore, my proposed topic is, “ how does remote work affect the development of new jobs for millennials since COVID19?

Literature Review

· A literature review using 15–20 articles related to your topic (job analysis, competency models, training and development, or selection). Use the “Final Project Template” document to organize your review.

· Gap(s) in research of personnel psychology

· A problem statement using the “Final Project Template”

· A purpose statement using the “Final Project Template”

· Research question(s) and hypotheses based upon the gap(s) in research

Your Final Project must also include a title page and an abstract page and background, literature strategy, and references sections. It must be based upon scholarly literature and the Learning Resources presented in this course.

By Day 7

Purpose Statement

Ferreira et al. (2021) state that organizations continuously attempt to explore new ways to become more competitive, financially profitable, and productive in their market. When COVID-19 occurred, it altered organizations in unprecedented ways (Howe et al., 2021). Ferreira et al. (2021) note that organizations began to search for solutions like remote work to maintain their business activities. As the reality of COVID-19 set in, remote work quickly went from the exception to the norm for any organization. Howe et al. (2021) state that technology has empowered employees across the globe to collaborate and evolve in their remote roles. However, despite advancing technology and productivity, many organizations in America’s workforce have been slow to adopt remote work.

According to Howe et al. (2021), the most important concept that an organization can overlook after the pandemic is attempting to revert all work activities back to normal as they were conducted prior to the pandemic. This approach will likely have a negative impact on the perceptions and morale of employees that could result in detrimental outcomes like low performance and turnover (Howe et al., 2021). Ferreira et al. (2021) believe that if employees find remote work to be equally or more efficient than traditional work office, then it is reasonable to assume that many of these employees may wish to stay remote after the pandemic. According to Camp et al. (2022), millennials prefer a flexible, work-life balance that results in remote work. Millennials will continue to become a vital asset in this era of organizational transformation due to COVID-19; but the challenge for organizations is to realize that the millennial generation holds many talents, and they must successfully retain them for their organizational goals and success (Camp et al., 2022).

Research Questions

How does remote work affect the development of new jobs for millennials since COVID19?

Theoretical Framework


Social Exchange Theory
. According to Cropanzano and Mitchell (2005), social exchange theory, the most influential conceptual paradigm for understanding workplace behavior, is social behaviors/actions that result from an exchange process where benefits are maximized, and the cost is minimized. This theory allows individuals to reciprocity as interdependent exchanges where something must be given, and something returned (Cropanzano & Mitchell, 2005). For this study, interdependence, which involves mutual and complementary arrangements, is considered a defining characteristic of social exchange to weigh the potential benefits and risks of relationships. When the risks outweigh the rewards, people will terminate or abandon that relationship. Calhoun and McCarthy (2022) suggest that social exchange theory implies that employees who believe they can benefit from the option of telework will feel compelled to reciprocate an enhanced work effort by carrying out actions that will profit the organization. Employees who work from home see this as a privilege and now, feel obligated to the organization to perform much higher.

Reference

Anderson, N., Ones, D. S., Sinangil, H. K., & Viswesvaran, C. (Eds.). (2001). Handbook of industrial, work & organizational psychology: Volume 1: Personnel psychology. Sage.

Camp, K. M., Young, M., & Bushardt, S. C. (2022). A millennial manager skills model for the new remote work environment. Management Research Review.

Calhoun, M., & McCarthy, V. (2022). The great attrition and public accounting firms: Peer resentment as a factor pre-post- COVID.  Institute for Global Business Research Conference Proceeding, 6(1),1-112.

Cropanzano, R., & Mitchell, M. S. (2005). Social exchange theory: An interdisciplinary review. Journal of Management31(6), 874-900.

Hira, F. A., Singh, H., Alam, M. M., & Ishtiak, A. (2021). A conceptual framework for organizational attractiveness among Malaysian millennial jobseekers aimed at the aftermath of COVID-19. International Journal of Academic Research in Economics and Management Sciences10(1), 20-33.

Howe, D. C., Chauhan, R. S., Soderberg, A. T., & Buckley, M. R. (2021). Paradigm shifts caused by the COVID-19 pandemic. Organizational Dynamics50(4), 1-9.

Ferreira, R., Pereira, R., Bianchi, I. S., & da Silva, M. M. (2021). Decision factors for remote work adoption: Advantages, disadvantages, driving forces and challenges. Journal of Open Innovation: Technology, Market, and Complexity7(1), 70.

FlexJobs. (2022). Remote job market map. https://www.flexjobs.com/remote-job-market-map

Owl Labs. (2022). State of Remote Work. https://owllabs.com/state-of-remote-work/2021



Reina, R., Ventura, M., Cristofaro, C. L., & Vesperi, W. (2022). Digitalize work in pandemic time: Practices for remote working and job redesign in public organization. In HR Analytics and Digital HR Practices (pp. 73-99). Palgrave Macmillan, Singapore.

Tursunbayeva, A., Di Lauro, S., & Antonelli, G. (2022). Remote work at the time of COVID-19 pandemic and beyond: A scoping review. HR Analytics and Digital HR Practices, 127-169.

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