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I completed this transcription as instructed and my instructor requested that I redo the assignment, but am unsure what to do now. I need assistance. I have provided the draft paper of my interviews conducted 1 Applied Practice: Interviewing Gabrielle A. Miliner College of Doctoral Studies, University of Phoenix RES/74 Qualitative Methods and Design Dr Julie M. Ballaro September 06, 2021 Applied Practice: Interviewing This segment highlights the transcripts of the two interviews held on Friday, September 02, 2021, and Saturday, September 04, 2021, as assigned for the RES 724 Qualitative Methods and Design coursework. The transcript script for the interviewee is emphasized in red, while that of the interviewer is in standard black writing. The phrases, sentences, and words emphasized in yellow are thematic and indicate emerging patterns categorized for qualitative data analysis. According to Humans of Data (2019), “The first stage of analyzing data is data preparation, where the aim is to convert raw data into something meaningful and readable” (Data Preparation, 2019). Accordingly, qualitative data analysis entails detecting, coding, and categorizing patterns within the material to advance comprehensive comprehension of the materials and make knowledgeable conclusions (Byrne, 2001). Interview One Interviewee data Pseudonym: Ms. M Present Position: Assistant Superintendent Gender: Female Years of Experience: 19 Trade: Transportation Interview Transcript (Full) 00:03 Researcher: Good morning, my name is Gabrielle Miliner, I am a student researching at the University of Phoenix, and I want to thank you for taking time out of your busy schedule for this interview today. Today's date is Friday, September 02, 2021, and the time is 8:30 AM. I'm sitting here with Ms. M, a leadership team employee in the transportation field. 00:08 The objective of this interview is to gain relevant insight regarding ethics, unethical dilemmas, and other situations involving morality. And discover why workers take on the persona of unethical behaviors and practices that mimic some leaders within the company and create a blueprint that companies can utilize to dimmish such behaviors. Your responses during this interview will contribute to understanding latent solutions regarding past and recurrent issues within the organization and, hopefully, formulate positive change methodologies. But before we begin the discussion, I again seek your permission for this interview and inform you that the session between us will be recorded and remain confidential. Also, the recorded conversation will only be for research purposes. If you feel uncomfortable answering or don't understand the question or know the answer at any time during the interview, feel free to indicate it, and we'll bypass that question and move on to the next question. Is this acceptable? 01:10 Ms. M: Yes, that’s fine 01:20 Researcher: Ok, then could you tell me in your own words, describe a particular occasion or incident where you were asked to do something unethical or directed to lie about something. Please expand upon how you reacted to the situation and why did you react in a specific manner? 01:50 Ms. M: Well, there was a time when I was asked to lie about another employee. This happened before I moved up in the company, and the manager didn't particularly like this employee and was looking for a reason to suspend her. This particular manager didn't care if it was true or not and knew we were friends. Of course, this didn't sit well with me, and I really did not want to do something or say something that wasn't true. So, I told the manager that I had a problem with it and could not do that. So, the manager then said to me that I would not make it far in this company if I kept acting like I'm innocent. I was confused about why they would say that, but I eventually filed a formal complaint about harassment and bullying. Let's just say that a particular manager is no longer in a leadership position (Ms. M, personal communication, September 02, 2021). 03:02 Researcher: So, do you think that particular manager learned to behave that way from other managers, and if so, why do you think so? 03:21 Ms. M: Many of the managers use intimidation as thinking that this is how you make people loyal, but in my opinion, it only makes people less likely to function unless you have the same mindset as they do. And many of the managers are taught to treat lower-level employees this way because we, or rather they, are told that these people are beneath them, and you must keep control (Ms. M, personal communication, September 02, 2021). 04;05 Researcher: Do you believe that this is good management, and why? 04:10 Ms. M: Well, I believe that treating people in this manner only destroys morale, and you tend to lose good workers. I was always told to treat people as you would like to be treated, so no that is not good management. If you really want to be real about it, then the entire situation was immoral and if I went along with what that manager wanted then how could that person have justice. If I went along with it then things would have been stacked against them and that’s not fair (Ms. M, personal communication, September 02, 2021). 04:40 Researcher: Ok, then, in your experience, how could that manager have handled the problem with that particular employee that she had an issue with, and how did it make your feel? 05:00 Ms. M: I think that I would have first looked at myself to understand why I have bad feelings against this person and look at if what I was doing was fair, and I believe that… Umm I know this will sound wimpy, but I believe in karma, and who wants that type of bad karma, regarding how I felt. I really and truly felt bad for that employee because she was a far as I knew was really a nice person and a good worker, and they would always say, “never be like them.” I didn’t get it at the time, but later on I realized what they meant (Ms. M, personal communication, September 02, 2021). 05:30 Researcher: Ok, then has the bad behavior of leadership/managers changed for the better or worse? 05:35 Ms. M: Well, I think that the behavior of the current managers has become worse with time. I also believe that behavior like that does no good for the company, and when people are trying to get into management see this, they tend to take on the behavior that they have seen because (pause). Well, these people think that this is the correct way to be since others are doing it, so it must be right (Ms. M, personal communication, September 02, 2021). 05:50 Researcher: Alright then, so are these standard practices throughout the company or in just specific departments? 06:00 Ms. M: You know I though that it was just a problem on the rail side, but the problem seems to be throughout the company (Ms. M, personal communication, September 02, 2021). 06:07 Researcher: So, could you tell me how these practices influence the company's company culture? 06:13 Ms. M: I think that it has altered the culture dramatically and not for the better. I say this because when I first came to the company things were great, and I really didn’t see that kind of stuff. But as time went on things began to change and not for the better, I might say. Things are so bad that if you ask someone what they think about it, they will say, “it’s the metro way.” I genuinely hate hearing that, but at the same time, as I was taught, “you attract what you are.” So, when people are disregarded or treated in this manner it makes the company look bad and employees will not put any effort into their job and begin to hate their job and possibly leave. But more importantly, the culture just gets worse (Ms. M, personal communication, September 02, 2021). 06:27 Researcher: So, have you attempted to change the bad behavior or treatment in your current position? 06:32 Ms. M: I have constantly worked to show people that they don’t have to act like those who behave unethically; the cycle must change at some point. And I also tell them what are you getting from treating people that way, and more importantly, you wouldn’t want someone to treat you like that, so, make a change; when you change, so will how people think about you. People will respect you more for treating them as equals rather than someone beneath them. (Ms. M, personal communication, September 02, 2021). 06:40 Researcher: So, could you tell me how do leaders/managers influence employee behaviors? 06:43 Ms. M: I believe that leadership or managers influence employee behavior by their actions, for instance. If I tell an employee that they must follow certain rules about cell phones in their car or wear a particular uniform they will comply, right. Wrong. As a leader, I must make an example for them to follow and communicate in a fully understood manner, but I must also create a bond or trust association for them to follow the rules. Therefore, leading by example is very important. Oh, wow I’ve lost track of time; I’m sorry to cut this short; I have a meeting in ten minutes (Ms. M, personal communication, September 02, 2021). 06:56 Researcher: Not a problem. Ok, then I would like to thank you for taking the time to answer my questions, and I appreciate your openness. Is there anything else that you would like to add before we end this interview? 07:09 Ms. M: I think your research is on the right track to creating change, and those in upper management can learn to either lesson or get rid of destructive behaviors and actions from managers. I really believe that if the company culture doesn’t change it will only lead to this company’s downfall (Ms. M, personal communication, September 02, 2021). 07:15 Researcher: Thank again for your participation, and rest assured that your responses for this interview will remain anonymous. Have a good day 07:18 Ms. M: It’s my pleasure and thank you. Transcript: Second Interview Candidate data Pseudonym: Mr. H Current Position: Train Operator/Utility Supervisor Gender: Male Years of Experience: 25 Industry: Transportation Interview No.2 Transcript (Full) 00:04 Researcher: Good morning; my name is Gabrielle Miliner. I want to thank you for taking time out for this interview today. Today’s date is Saturday, September 04, 2021, and the time is 6:30 AM. I'm here with my second participant for this research interview Mr. H, a non-management transportation employee. This interview aims to gain relevant insight regarding ethics, unethical dilemmas, and other situations involving morality. And discover why workers take on the persona of unethical behaviors and practices that mimic some leaders within the company and create a blueprint that companies can utilize to dimmish such behaviors. Your responses during this interview will contribute to understanding latent solutions regarding past and recurrent issues within the organization and, hopefully, formulate positive change methodologies. But before we begin the discussion, I again seek your permission for this interview and inform you that this session recorded will remain confidential and will only be used for research. If at any time during the interview you feel uncomfortable answering or if you don't understand or know the answer feel free to indicate, and we'll just bypass that question and move on to the next question. Is this acceptable? 01:10 Mr. H: Ok, that’s fine. I don’t have a problem with this 01:20 Researcher: The first question that I have for you relates to, as previously discussed, unethical behaviors by leaders and employees. Can you tell me in your own words to describe an actual instance or incident where someone asked to do something unethical or directed to lie about something? Please expand upon how you reacted to the situation and why did you react in a specific manner. 01:39 Mr. H: Gee, let me think of how to say this 01:41 Researcher: Ok, no rush 01:44 Mr. H: Well, I really don’t know if this count but, there was this one time when I was asked to write a statement as a witness to an incident that I wasn’t even there to witness by my immediate supervisor. And this made me uncomfortable because the penalty for writing false reports is automatic termination, and I was trying to think fast of how to avoid this. Fortunately, my train was due out and I knew I would be off the next two days, so I got on the train and went home. Man, I was hoping that they didn’t call me at home and ask again to write that statement because I really didn’t want to lie (Mr. H, personal communication, September 03, 2021). 02:05 Researcher: Ok, well, do you think that it could have been handled differently by that supervisor, and why? 02:20 Mr. H Slight laughing. Well, they should have done the work and performed a competent and thorough investigation by getting the actual people there and who actually saw what happened. And, you know, I was so sick of these people pulling this kind of stuff and just being outright lazy as hell. Excuse my language; it really gets on my nerves (Mr. H, personal communication, September 03, 2021). 02:55 Researcher: So, could you tell me how these practices influence the company culture of the company? 03:05 Mr. H: In my opinion it makes it ok for people to do the wrong thing you know, and people tend to do what they see others do and they start to think its ok because they aren’t told otherwise that it’s wrong. When more people copy what someone else does, but they know it’s wrong more people will tend to do it, and it spreads like wildfire. Sometimes I feel like the company is going to the dogs, which will shut this company down. These people make it bad for everybody else, and even people not in the company have heard stories. Some true and some not, but it’s ruing the company’s reputation in my opinion. I've been here a long time, and I had seen it when it was an excellent place to work for, but now it's going to the dogs, as I said. I just want also to say that like seeks like meaning they look for people who act and behave like them right or wrong. So, can I ask what you think? (Mr. H, personal communication, September 03, 2021). 03:30 Researcher; Well, I’m not trying to answer, but I don’t want to inject any bias into this interview, so sorry. 03:35 Mr. H: It’s ok. I understand 03:40 Researcher: Ok, then my next question is concerning unethical leadership behavior and what ethical qualities and behaviors do you feel are essential in this company? 03:50 Mr. H: Well, I’m not trying to brag but, if more people were like me, I don’t think we would have this problem in the company. Upper management knows this type of wrong actions by managers is going on constantly, but they just turn a blind eye in my opinion. So, if they stop being cheap and start using psychological exams again like in the past we wouldn’t have as many people like that. But, now that they are here, upper management needs to find a way to get rid of these people or make it hard for them to do the things they do. Don’t get me wrong I’m not for people losing their jobs, but enough of this crap already. And if this interview for your research is going to help make a change, then I’m all for it (Mr. H, personal communication, September 03, 2021). 04:50 Researcher: Alright, then this will be the final question. What do you consider to be ethical qualities that will benefit the company? 05:05 Mr. H: If the company adopts an ethical solid philosophy and practices, you know how to create a. (pause), what's the word umm trustworthy image. Then I think it will help build a more substantial base for the company and think they have a moral obligation not only to us but (pause), umm what do they say, oh the community. These things will turn around the culture and give the company back its good name because it's not always about money, in my opinion. I'm just saying (Mr. H, personal communication, September 03, 2021). 05:15 Researcher: Thank again for your participation, and rest assured that your responses for this interview will remain anonymous. Have a good day 05:18 Mr. H: Glad to be a part of this interview. Thanks. Reflection Utilizing qualitative research methods such as in-depth interviews is valuable when researchers want comprehensive information about an individual's views and behaviors or in-depth investigation of new topics (Boyce, Neale, 2006). Interviewing will afford context to data such as self-discovery, cultural texts, creations, observations, historic, non-interactive and visual texts that define repetitive and questionable junctures in people's lives (Johnson et al., 2020). As such, there are beneficial and harmful aspects to interviews. According to Communications for Research (2021), "Interviewers can establish rapport with participants to make them feel more comfortable, which can generate more insightful responses – especially regarding sensitive topics (para 3). Although this information gleaned from the two interviews is at the best minute, the participants' responses indicate that my assumptions concerning the topic problem were correct, which will lead to added value and rich data in completing my continued dissertation study. The two participants' responses also indicate that creating a comprehensive guideline towards morality is necessary and sorely required for businesses to change their workplace cultures to attract potential new workforces and remain relevant in the business arena. Hence, interviewers have noteworthy prospects that present added selection options to ask follow-up questions, pursue supplementary information, and come back to significant inquiries later in the interview to produce a rich comprehension of philosophy, conceptions, whys, and wherefores, etc. This academic research exercise has contributed towards a teachable moment of interviewing qualitative research. The objective of the interview was to obtain the views of leaders and lower-level employees to advance understanding into how unethical leadership behaviors and practices transference occurs on to workforces. Hence, utilizing a semi-structured interview process aids in guiding the respondents through open-ended responses and reasoning to gain added information while still promoting an open two-way communication to obtain qualitative information comparison to preceding and future data. As with any benefit, there are negative aspects (DeJonckheere & Vaughn, 2019). Also, I noticed that considering the ethical implications for conducting interviews remains relevant to gain trust, and one should incorporate respect, sensitivity, and diplomacy towards contributors throughout the research development (DeJonckheere & Vaughn, 2019). However, Jacob and Ferguson (2012) denote formulating an interview guideline which includes: · A topic you are genuinely interested in · Let your research direct your questions on the phenomenon studied. · Use a pre-designed yet flexible script.  · Ask open-ended questions to gain added insight and permit for silent moments to occur.  · Be flexible and willing to rescript your questions as necessary throughout the interview.  · Use active listening skills to ensure the interviewee you are providing your full attention (Jacob & Paige Furgerson, 2012, pp). Conclusion In summary, partaking in this academic exercise has amplified my comprehension of the requirements to properly prepare, facilitate, and conduct a qualitative research interview. Appropriate planning and identifying the research problem, among other developing methodologies, can produce a quality outcome for your overall project (Jennings et al., 2005). Although I encountered difficulties while formulating and conducting the interviews for the mock assignment, the overall process provided knowledge to aid in building my research and developmental skills for the interviews and the research topic. References Boyce, C., Neale, P. (2006). Conducting in-depth interviews: A guide for designing and conducting in-depth interviews for evaluation input. https://donate.pathfinder.org/site/DocServer/m_e_tool_series_indepth_interviews.pdf;jsessionid=00000000.app20119a?NONCE_TOKEN=0C31075221122945CAAD6FE06519BD0B#:~:text=Indepth%20interviewing%20is%20a%20qualitative%20research%20technique%20that,a%20result%20of%20their%20involvement%20in%20the%20program.\ BYRNE, MICHELLE M. "Evaluating the findings of qualitative research." AORN Journal, vol. 73, no. 3, Mar. 2001, p. 703. Gale Academic OneFile, link.gale.com/apps/doc/A72272010/AONE?u=uphoenix&sid=ebsco&xid=7e6a200a. Accessed 10 Sept. 2021. DeJonckheere, M., & Vaughn, L. M. (2019). Semi structured interviewing in primary care research: a balance of relationship and rigour. Family Medicine and Community Health, 7(2), e000057. https://doi.org/10.1136/fmch-2018-000057 Humans of Data.com. (2019). Your guide to qualitative and quantitative data analysis methods. https://humansofdata.atlan.com/2018/09/qualitative-quantitative-data-analysis-methods/ Jacob, S. A., & Paige Furgerson, S. (2012). Writing Interview Protocols and Conducting Interviews: Tips for Students New to the Field of Qualitative Research. Qualitative Report, 17(42), 1–10. Johnson, J. L., Adkins, D., & Chauvin, S. (2020). A review of the quality indicators of rigor in qualitative research. American Journal of Pharmaceutical Education, 84(1), 138-146. https://doi.org/10.5688/ajpe7120 Jennings, N. R., Cohn, A. G., Fox, M., Long, D., Luck, M., Michaelides, D. T., Munroe, S., & Weal, M. J. (2005). Chapter 8 - Motivation, Planning and Interaction. 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