rhetorical moves in the results/discussion/conclusions of a sample research article
Post on 12-Oct-2015
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1ThistableappearsinadiscussionofResultsandDiscussionplusConclusionsectionsinresearcharticlesonProsWrite.com.
RhetoricalMove1 Step TextfromSampleRA(Campbelletal.,2007)
Move1 Preparingthescene Providebackgroundabouttheory/researchaims/methods
Toillustratehowrapportmanagementcanhelpusdeveloppropositionsabouttheorganizationaljusticenormsthatmaybeviolatedbymanagerswheninteractingwithsubordinates,wetakeacloselookatrepresentativenarrativesintheremainderofthissectionofthearticle.
Move2 Reportingtheresults PresentfindingsIn9(8%)ofthe108narratives,likethefollowingone,wefoundviolationsofsocialidentityfacewants:
Narrative148:AtimewhenIfeelangryatworkismoreorlesseveryday.Theheadofmydepartmentthatironicallyknows
Move3 Commentingonresults
Step1A InterpretfindingsOnceagain,weseethatalthoughcriticizingsubordinateperformancemaybeanecessaryevil,thewayinwhichmanagerscommunicatethatcriticismiskeytounderstandinginterpersonalinjustice.
Step1B RefertopreviousresearchThemanagersinappropriateremarksaboutwomenpromotetheperceptionofinterpersonalinjusticerelatedtopropriety(Bies&Moag,1986).
Step2 CommentonexpectedorunexpectedfindingInterestingly,wefoundthatfiveoftheidentifiedsocialidentityfacewantsviolations(morethanhalf)cooccurredwithviolationsofqualityfacewants
Step3A EvaluatefindingsDespiteourinabilitytodrawdefinitiveconclusionsabouttherelationshipbetweenrapportmanagementissuesandcategoriesofjustice,codersdididentifybothinjusticeandrapportmanagementviolationsin108(99%)ofthe109narrativesinvolvingasubordinatesangertowardamanager.
Step3B AccountforfindingsfollowingProposition1alinkingthreatstoqualityfacewantstointerpersonalinjustice,wewouldliketoconcludethatinterpersonalinjusticeisalwayslinkedtofacethreats.However,afewnarrativeswerecodedpositivelyforinterpersonalinjusticeandnegativelyforthreats
Move4 Summarizingresults Providesummaryweattemptedtodemonstratethevalueofrapportmanagementtheoryforexplicatingtherelationshipmaintenancebehaviorsthatarecrucialintheeffectiveperformanceofnecessaryevils(Molinsky&Margolis,2005).Bylinkingrapportmanagementandorganizationaljusticetheory,weadvancedeightpropositions
Move5 Evaluatingthestudy
Step1A DescribelimitationsThereareseverallimitationstotheresearchwehavereportedinthisarticle.First,thenarrativesareretrospectiveaccountsofinteractionsbetweenthenarratorandhisorhermanager.
Step1B ClaimcontributionofstudyWehopereaderswillagreethatrapportmanagementbehaviorappropriatelydescribestheinterpersonalnormsmanagersmuststrivetoupholdtoperformtheirorganizationalroleeffectivelywiththeirsubordinates.
Move6Makingdeductionsfromthestudy
RecommendfutureresearchdirectionsProposition1a:Managerswhothreatenasubordinatesqualityfacewantswillincreasesubordinateperceptionsofinterpersonalinjustice.
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