Quasitative research enables a new culture of inquiry in human resource (HR) management. The term “quasitative” has been around since at least the 1940s, yet the term has been sparsely used. The more familiar terms associated with research in HR management and other fields concerns quantitative and qualitative approaches. Quantitative research is considered a measurable means to objectively define problems and devise solutions, whereas qualitative research is considered an observable means to subjectively define problems and devise solutions. Combining these approaches has been commonly termed “mixed design.” Quantitative and qualitative research in a mixed design constitutes a quasitative approach.

According to Bender (2007), “The general purpose in a quasitative approach is to express its relationship to quantitative and qualitative inquiries in a kind of mixed or quasi (self-styled) approach.” In essence, quantitative research examines subject matter that is measurable, qualitative research examines subject matter that is observable, and quasitative research examines subject matter that is imaginable. Quasitative research may be termed an imaginable approach in that it can aid us in examining the potential in the phenomena in a free-style application (Bender, 2005). It enables a community-based research approach, constituting a kind of partnership in uncovering the past, present, and potential parameters concerning the issue at hand.

Quantitative (measurable) inquiry asks, “What has happened?”
Qualitative (observable) inquiry asks, “What is happening?”
Quasitative (imaginable) inquiry asks, “What will happen?”

In HR management, specialists benefit in asking such questions, bringing pieces, patterns, and pictures into focus. In understanding the issues this “Q3 Inquiries” approach aids in developing problem statements. Quantitative (past), qualitative (present), and quasitative (potential) statements are developed from which a collective declaration (takeaway) is drawn. Such statements are instrumental in defining the organization’s most critical human resource issues. The quantitative, qualitative, and quasitative parameters in Q3 Inquiries have infinite application in HR management. This device can be used with any instrument for nearly any purpose. Its only limitation is one’s imagination and perhaps a willingness to be somewhat visionary (Bender, 2006). In essence, quasitative research engages fact finders in a new culture of inquiry.

Cushman (1999) denotes the meaning of cultures of inquiry as a means to create multiple, flexible structures as they are needed. Multiple forms of assessments continually test existing structures against the organization’s vision. Rather than asking how to make a current structure more efficient or how to put a new one into practice, inquiry cultures ask what problems the old structures solved, what values they reflected, whose interests they served, and what structures might be more consistent with the values and beliefs of the organization’s vision going forward. Cultures of inquiry depend on individuals collaborating in teams and networks setting up critically reflective processes and norms. Cultures of inquiry have sophisticated structures, settings, and processes that support problem-setting (identification), problem-exploring (interpretation), and problem-solving (implementation). In effective cultures of inquiry there is little room for categorical, prescriptive approaches or for traditional ways of choosing among innovations to be implemented. Further, cultures of inquiry create risk-taking and experimental environments that encourage members to develop, reflect on, and modify structures and processes. The larger system must not penalize such risk-taking by creating a high-stakes environment or imposing highly structured or constrained settings for change. Rather, it should support, encourage, and reward creative work.

Cultures of inquiry are highly strategic and purposeful about seeking and utilizing independent information, resources, expertise, and collaborations. Quasitative research in driving a new culture of inquiry engages HR managers in the larger system approach, providing access to information and support, networks for sharing and building knowledge, and non-hierarchical ongoing partnerships.

References

Bender, S. L. (2007). Quasitative research: An historical account. Q3 Inquiries Library. SharonBender.com. http://www.sharonbender.com/quasitative_research_historical_account.htm

Bender, S. L. (2006). Quantitative, qualitative, and quasitative inquiries in human performance technology: Measure the past, observe the present, and imagine the potential. ISPI Performance Improvement Journal. 45(9). http://www.ispi.org/publications/pitocs/piOctober2006.htm

Bender, S. L. (2006). Quasitative inquiry/research/approach: Leading a new culture of inquiry? http://www.sharonbender.com/quasitative_inquiry_research_approach_culture_of_inquiry.html

Bender, S. L. (2005). Quasitative approach, Q3 Inquiries, and 3Rs of research. SharonBender.com.
http://www.sharonbender.com/quasitative_Q3_inquiries_3Rs_research.html

Cushman, K. (1999). The cycle of inquiry and action: Essential learning communities. Horace, (15), 4.