HRPYC81
RESEARCH PROJECT 11:
REPORT GUIDE 2024
Assessment 44
, Property of Perfectionist Notes
Illegal distribution/selling/use will be prosecuted
Contents
1. Instructions ..................................................................................................................................... 2
2. The broad topic ............................................................................................................................... 4
3. The Rubric ....................................................................................................................................... 6
4. STRUCTURE OF THE REPORT ........................................................................................................... 7
5. APA 7TH EDITION REFERENCING GUIDE......................................................................................... 59
6. Past Project that got 95%.............................................................................................................. 65
, Property of Perfectionist Notes
Illegal distribution/selling/use will be prosecuted
1. Instructions
Research Area: Organizational Psychology
Project Title: The Relationship Between Leadership Behaviour and Employee Well-being
Limited to 70 students
Project Description
• Employee well-being has gained widespread acknowledgement as an important aspect of
thriving organisations (Wilson et al., 2004; Zheng, 2015).
• Its significance lies in its profound implications for organisational outcomes, such as
employee productivity (Kousznik, et al., 2019).
• Recognising employees as the most valuable assets within organisations, there has been a
growing realisation of the imperative to prioritise employee well-being.
• This prioritisation is not only seen as a means to enhance productivity but also as a
commitment to improving each employee’s overall quality of life (Tandon, 2019).
• Employee well-being is influenced by biological (e.g., physical health, genetics, diet, sleep
and age (Iliesetal, 2015), psychological (e.g., beliefs, mental health status, perception, and
addictions; Kundi et al., 2020), social (e.g., relationship, family, culture, work, money and
housing; Iliesetal, 2015) and organisation factors (e.g., work-related experiences, contents
of the job role; Nangoy, et al., 2020).
• Like work position (Binder, 2016), leadership style or leadership behaviour also affects
employee well-being (e.g., Arnold, 2017; Inceoglu et al., 2018; Teetzen et al., 2022; Vincent-
Höper et al., 2017).
• Research has found that leadership behaviour and support of employee well-being
significantly impact employee performance (Handayani, et al., 2022).
• More specifically, transactional leadership behaviours such as using rewards in exchange for
good performance and punishment in exchange for bad or low performance (see Avolio &
Bass, 1995; Avolio et al., 1999; Alrowwad et al., 2020) were found to have a positive
relationship to employee performance (Frimayasa, et al., 2021).
• According to the comprehensive analysis by Inceoglu et al. (2018), the role of these
transactional leadership behaviours is unclear regarding employee well-being.
, Property of Perfectionist Notes
Illegal distribution/selling/use will be prosecuted
• It is, however, known that the relationship between transactional leadership behaviours and
employee well-being is mediated by social factors such as organisational climate (Ali Khan
et al., 2021).
• Leaders who engage in transactional behaviours are known to prioritise employee
performance more than employee personal development (Northouse, 2019).
• These leaders focus on task allocation and clarification, rewarding positive performance,
and punishing poor performance that falls below the minimum leader's expectations.
• This research project will explore the relationship between transactional leadership
behaviours, such as using rewards and punishment and employee well-being.
• More specifically, we will explore how transactional leadership behaviours relate to the
dimensions of employee well-being, including psychological, social, subjective and
workplace well-being.
These relationships will be studied using a cross-sectional online survey, which will be
hosted on the research platform Qualtrics.
ASSIGNMENT INFORMATION FOR THE PORTFOLIO
FOURTH ASSIGNMENT
• ASSESSMENT NUMBER 44
• Write the research report in which you describe the study, provide the results, and discuss
the findings and their implications.
• The research report should not exceed twenty (20) pages (excluding the front page, table of
contents, references, and appendix).
ASSIGNMENT 20
FOURTH ASSIGNMENT: THE RESEARCH REPORT
RESEARCH PROJECT 11:
REPORT GUIDE 2024
Assessment 44
, Property of Perfectionist Notes
Illegal distribution/selling/use will be prosecuted
Contents
1. Instructions ..................................................................................................................................... 2
2. The broad topic ............................................................................................................................... 4
3. The Rubric ....................................................................................................................................... 6
4. STRUCTURE OF THE REPORT ........................................................................................................... 7
5. APA 7TH EDITION REFERENCING GUIDE......................................................................................... 59
6. Past Project that got 95%.............................................................................................................. 65
, Property of Perfectionist Notes
Illegal distribution/selling/use will be prosecuted
1. Instructions
Research Area: Organizational Psychology
Project Title: The Relationship Between Leadership Behaviour and Employee Well-being
Limited to 70 students
Project Description
• Employee well-being has gained widespread acknowledgement as an important aspect of
thriving organisations (Wilson et al., 2004; Zheng, 2015).
• Its significance lies in its profound implications for organisational outcomes, such as
employee productivity (Kousznik, et al., 2019).
• Recognising employees as the most valuable assets within organisations, there has been a
growing realisation of the imperative to prioritise employee well-being.
• This prioritisation is not only seen as a means to enhance productivity but also as a
commitment to improving each employee’s overall quality of life (Tandon, 2019).
• Employee well-being is influenced by biological (e.g., physical health, genetics, diet, sleep
and age (Iliesetal, 2015), psychological (e.g., beliefs, mental health status, perception, and
addictions; Kundi et al., 2020), social (e.g., relationship, family, culture, work, money and
housing; Iliesetal, 2015) and organisation factors (e.g., work-related experiences, contents
of the job role; Nangoy, et al., 2020).
• Like work position (Binder, 2016), leadership style or leadership behaviour also affects
employee well-being (e.g., Arnold, 2017; Inceoglu et al., 2018; Teetzen et al., 2022; Vincent-
Höper et al., 2017).
• Research has found that leadership behaviour and support of employee well-being
significantly impact employee performance (Handayani, et al., 2022).
• More specifically, transactional leadership behaviours such as using rewards in exchange for
good performance and punishment in exchange for bad or low performance (see Avolio &
Bass, 1995; Avolio et al., 1999; Alrowwad et al., 2020) were found to have a positive
relationship to employee performance (Frimayasa, et al., 2021).
• According to the comprehensive analysis by Inceoglu et al. (2018), the role of these
transactional leadership behaviours is unclear regarding employee well-being.
, Property of Perfectionist Notes
Illegal distribution/selling/use will be prosecuted
• It is, however, known that the relationship between transactional leadership behaviours and
employee well-being is mediated by social factors such as organisational climate (Ali Khan
et al., 2021).
• Leaders who engage in transactional behaviours are known to prioritise employee
performance more than employee personal development (Northouse, 2019).
• These leaders focus on task allocation and clarification, rewarding positive performance,
and punishing poor performance that falls below the minimum leader's expectations.
• This research project will explore the relationship between transactional leadership
behaviours, such as using rewards and punishment and employee well-being.
• More specifically, we will explore how transactional leadership behaviours relate to the
dimensions of employee well-being, including psychological, social, subjective and
workplace well-being.
These relationships will be studied using a cross-sectional online survey, which will be
hosted on the research platform Qualtrics.
ASSIGNMENT INFORMATION FOR THE PORTFOLIO
FOURTH ASSIGNMENT
• ASSESSMENT NUMBER 44
• Write the research report in which you describe the study, provide the results, and discuss
the findings and their implications.
• The research report should not exceed twenty (20) pages (excluding the front page, table of
contents, references, and appendix).
ASSIGNMENT 20
FOURTH ASSIGNMENT: THE RESEARCH REPORT
