This chapter presents the research methods („how it was done‟) and the field work experience around the theme of the research topic, and provides the discussions around the
3.4 Interviews and Surveys
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argeted managers and staff members, with project experience, were drawn from across the sections and sub-units, for the guided interview sessions, and the filling-in of the survey questionnaires sheets. The interviews and the completion of the survey questionnaire sheet included open sharing of knowledge, with each participant being encouraged to describe his/her project encounters. Thirty staff from NACS initially came forth as volunteers for both the interview and survey sessions. From this initial group, seven staff members withdrew during the survey and twenty-three completed the survey. The break-up of those who participated is as follows: five executive managers, three programme managers, five project managers and five facilitators and response coordinators. After the data was collected, via one-on-one interview, data was analysed and translated manually. Chapter 5 provides the results of the conduct of the interview. Some comments received from few of the participants have to be edited and paraphrased by the researcher because the responses were given in either „Tok Pidgin‟, or „Police Motu‟, two major local dialects spoken in PNG.3.4.1 Data collection methods
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he need to understand the culture of project staff employed in NACS gave rise to the researcher who conducted the study using face-to-face interviews and questionnaire survey form, as the primary method to obtain data. During the interviews relevant information were collected firstly by way of a circulated questionnaire, followed by face-to-face in- depth interviews and the recording of the responses was done on a prepared response sheet. Data and discussions from the interviews were recorded by using hand written notes. Interviews were generally open-ended but were structured and guided. The whole process was conducted solely by the researcher. In any case where the respondent was unsure or may have misinterpreted a question on the questionnaire sheet, the researcher would guide the process by providing the necessary lead, or would explain the question again. One set of questionnaire sheets was prepared and they were used (unchanged) throughout the research. This type of approach provided an opportunity for all the participants to freely express themselves.Easterby-Smith, et al (1991), warned researchers that they needed to “have some broad structure of questions in mind when conducting interviews” (p.74). Particular questions need to be answered when an interviewer is uncertain and ask a question. In the case where a researcher encounters the type of interviewee who can be „un-stoppable‟ and who talks freely over any interruptions, the participant could be asked to „get to the point‟. Such occurrence becomes a clear indications that the interviewee is perhaps, unsure in his/her mind as to what question or issue(s) the researcher is interested in and therefore, the interview must be guided. Nevertheless, researchers are asked to remain attentive listeners and refrain from projecting their opinion or feelings into the situation (Easterby-Smith, et al 1991, p.74).
The interview sessions relating to the participant‟s experience, opinions, aspirations, attitudes and sometimes personal feelings yielded a wealth of insights and provided many valuable information. The interview session with each participant was carried out only after the survey forms were analysised, thereby, the researcher deliberately used the information given in the survey to further explore the issue. The interview sessions turned out to be
very useful when the need was for obtaining more descriptive general information. The participants‟ responses were carefully checked out later, to ensure there was clarity, accuracy and conciseness and that it was not too lengthy or absurd. Prior to their involvement, all participants gave their consent by signing the „Consent Form‟. (See Appendix, E). The interviews were carried out on a one-on-one basis, with discussion and conversation sometimes being guided along. Sufficient time was spent with each interviewee, to ensure that each participant clearly understood each question and that he/she had the time to reflect and answer. The interview with each participant lasted up to approximately one hour. Sufficient time was spent between questions to allow each participants to answer on his/her own terms and at own speed.
At each of the interview meetings, I introduced myself to the participants and provided some personal background information: I would begin by stating the nature and motivation for the research. It was explained that participants did not have to respond to any specific question if they so wished and they had the liberty to withdraw from being interviewed at anytime during the process. This was consistent with the information provided in the participant‟s consent form. (See Appendix E) Participants generally responded with information concerning themselves, the nature of their experience and knowledge of NACS. With permission (See Appendix F) an electronic voice recording device was used to record the interviewees‟ responses. In cases where the interviewee refused to be recorded, no electronic recording device was employed, due to the intrusiveness of such techniques. In such cases, the researcher asked instead for a „natural‟ conversation to take place and notes were hand written. The written notes were later translated and transcribed. Some comments received from few of the participants have to be edited and paraphrased by the researcher because the responses were given in „Tok Pidgin‟, one of the two major local dialects spoken in PNG.
In total there were 29 questions, ranging from qualifications, time involved in project management/implementation, experiences, project management training, skills and knowledge of project management, command and control (leadership) and motivation. Some participants did not complete all the questions in the Survey Questionnaire Sheets. For instance, more than two-thirds (80%) of the respondents did not answer one or more questions relating to project skills, project training, staff motivation and leadership. Some
in this group were hesitant and withdrawn about discussing the issues openly. The reason for this may have been related to the fact that, not long ago, NACS‟ management team were stood down and investigated for corruption in office. However, the reluctance of some staff members to answer largely around issues concerning leadership skills and management practice, which many saw as the key factors lacking in many levels of NACS.
On the whole, this field experience has clearly shown that, when structured questionnaires and interviews are held consecutively, the method becomes very useful (John et al., 1992). On the one hand, the application of this method greatly favoured the researcher to develop effective rapport with the staff of NACS. Likewise, the use of the „triangulation‟ (p.98) process was also crucial to the outcome. Both assisted in generating data collection, in addition to enabling NACS staff members to talk about (and analyse) their own environment. However, as asserted by Chambers (1997), it is fair to say that some participants were reluctant to express themselves honestly, even were seen as unreliable when discussing and ranking issues regarding themselves, their colleagues, their immediate supervisors or when making reference to the members of the top management team (Chambers, 1997, p.143).