Statement of Research Interests Walsh 2021

Statement of Research Interests

“Research is formalized curiosity. It is poking and prying with a purpose.”

– Zora Neale Hurston

Introduction

As a Library Manager, for one of the largest public library systems in the nation for more

than a decade, I have had the fortunate experience of holding a variety of positions within the

organization. This sparked an interest; I had many unanswered questions concerning library staff

and the communities we serve. In order to have a good understanding of how the organization

functions, I wanted to investigate how the individual plays a role in the development and

functionality of such an organization.

Past Research

While completing my Masters in Instructional Technology my research was focused on

motivation and adult learning theories presented by cognitive psychologists. Continuing my

research interests concerning how the individual reacts to organizational change, I then directed my

research towards the policies that lead change within an organization and how that impacts the

individual’s work behaviors. The study of motivation continues to hold the interest of scholar’s,

businessmen, and theorists today.

In today’s highly competitive labor market, there is extensive evidence that organizations regardless

of size, technological advances, market focus and other factors are facing retention challenges

(Ramlall, 2004). Prior to the September 11th terrorist attacks, a report by the Bureau of National

Affairs (1998) showed that turnover rates were soaring to their highest levels over the last decade at

1.3% per month.  In a more recent report by the U.S. Department of Labor, Total US- Voluntary

Turnover shows that the annual turnover percentage for September 2003- August 2004 is a high
20.2% (2004). This gives us an estimate average of 1.86 % per month in the fiscal year 03/04. As

employee turnover rates increase employers seek the answers to employee retention. Dainow,

(1998) argues that a motivated staff is necessary for the survival of the organization.  The

workplace is changing rapidly, and motivated employees are needed to keep the organization going

in the right strategic direction.  Employees that are motivated during work hours tend to be more

productive than those who are not motivated (Dainow, 1998).  In order to be effective, managers

must understand what motivates employees within the context of their particular role in the

organization (Lindner, 1998).  The reason for this is the fact that what motivates employees is

constantly changing.  For example, as a person’s income increases throughout the years it becomes

less of a motivator and managers must recognize this and come up with alternative motivational

techniques (Lindner, 1998).

The research that was conducted reviewed the theory of motivation from an historical,

academic, and organizational viewpoint. Each area of study has had a significant relationship to

employee motivation and the tendencies of employees of the Queens Library. Several variables

were looked at during this study such as the employee’s tenure, job title, and location of work

(public service and non-public service). The variables at hand will determine if employees are

Intrinsically or Extrinsically motivated. The instrument used to collect data about employees work

attitude and job characteristics. The survey was be comprised of 40 questions. The first 28

questions gave feedback on the subjects intrinsic and extrinsic motivators, the following 12

questions reflected the subjects view about their job characteristics and demographics, where they

work, gender and tenure. The survey questions and constructs were developed based on the

Employee Work Attitude survey developed by Amabile (1994).

The data collected supports that employees at the Queens Library have a greater tendency to be

intrinsically motivated over extrinsically.

Recent Research
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 Once again, looking at the human factors associated with the position of public service, as a

former doctoral student in the Harold School of Behavioral Sciences, Industrial Organizational

Psychology Program at Capella University. Moving away from investigating the experiences of

individual’s alone, it is important to understand how individuals engage with each other, conflict

within an organization is inevitable, and how one responds to conflict is vital to the relationships we

create.

I have explored the topic of “A CORRELATIONAL STUDY INVESTIGATING THE

RELATIONSHIP BETWEEN EMOTIONAL INTELLIGENCE AND CONFLICT

MANAGEMENT RESOLUTION STYLES.” This study will examine the relationship between

Public Library employees’ Emotional Intelligence Competency and Conflict Management Style

(CMS). Specifically, this study will examine Public Emotional Intelligence Competency as it relates

to the preferred conflict resolution style they practice.

Although several definitions and models of emotional intelligence exist, the model and

definition utilized in this study was that of Mayer, Salovey and Caruso (2004). They defined

emotional intelligence as, the capacity to reason about emotions, and of emotions to enhance

thinking. It includes the ability to accurately perceive emotions, to access and generate emotions so

as to assist thought, to understand emotions and emotional knowledge, and to reflectively regulate

emotions so as to promote emotional and intellectual growth. (p. 197)

The Mayer Salovey model of emotional intelligence categorizes emotional abilities as

falling within four branches. The four branches are (a) perceiving emotions, (b) using emotion to

facilitate thinking, (c) understanding emotions, and (d) managing emotions (Mayer, Salovey, &

Caruso, 2004). There are several studies that suggest a positive correlation between EI

competencies and choice of conflict management styles. The five conflict styles include competing,

collaborating, compromising, avoiding, and accommodating. The overall question to be

investigated is: What is the relationship between overall Emotional Intelligence scores and
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identified conflict management styles among Public Library Employees? However, the study also

seeks to investigate demographical data including age, tenure rank and education level.

Future Research

Today we are faced with a new reality, due to the Covid-19 Pandemic the way in which we

conduct social activities has changed drastically. In a quote from Immediate Past ALA President

Wanda Brown,

"Libraries are places of learning and connection for all ages and backgrounds, so

this crisis has challenged us to work creatively to adapt services while our facilities

are closed. From bridging the digital divide to addressing learning loss to aiding

job seekers and small businesses, we know library services are essential to campus

and community recovery and resilience." — ALA Immediate Past

President Wanda Brown

Acknowledging the changes, we currently, and will continue to face in the near future, it brings so

many unanswered questions to mind. How will we create a trust and bond with our community?

How do we continue serving our community with limited resources? How do we identify those we

are reaching and those who have fallen from our radar? How do we transfer information to those

without basic technology in their homes?

There is so much uncertainty and unanswered questions in our communities concerning our

present situation and the future, knowing that our community libraries are a gateway to information,

our public rely on our resources and ability to provide them with current and accurate information.

As mentioned, today we are charged with assisting our community with change as well as

developing our own challenges in being resourceful, creative, and educated so we can continue to

provide services in unfamiliar ways. In order to meet these demands, research and collaboration is a

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must, working on solutions as a team and the ability to unify is going to be an inevitable skill that

all must poses.

Closing

Throughout my academic and professional career, leading change has commonly been a

significant part of my position, having the responsibilities of decision making, leading, mentoring,

educating, and providing vital information to staff, stakeholders and the community we serve, it has

been of great importance to keep abreast of new technologies, change management, learning style

theories, motivational theories, theories of intelligence, and learning curriculum and delivery. I

believe that my research interests will play an important role in how we implement these new

techniques and technologies to provide resources to those seeking information and knowledge.