Description Overview For Milestone Two, you will explain the research design and methods that you ...

Description Overview For Milestone Two, you will explain the research design and methods that you will use to address the business problem you identified in Milestone One, justifying why they are appropriate. To support your research design, describe the methods you will use, the key variables, and ethical considerations involved in using the research design. Directions Explain how you will carry out your research. Remember that your business problem should be addressed using action research. Specifically, you must address the following rubric criteria: Research Design: Explain the research design and methods you will use, justifying why they are appropriate for your research study. Describe the key variables from the primary and secondary data sources that you will use to analyze your research problem. Explain the key dependent and independent variables. In other words, how would the independent variables predict, explain, or prove the dependent variable? Explain the key ethical considerations for using these data sources, including how they meet legal and professional standards. What to Submit Your milestone must be submitted as a 5- to 7-page Microsoft Word document with double spacing, 12-point Times New Roman font, one-inch margins, and at least three sources cited in APA format. I will attach the last milestone BUSINESS PROBLEM Research Problems Tesla manufactures electric vehicles. It is also engaged in sustainable energy solutions, leading to significant growth and expansion since its founding on July 1, 2003. Tesla’s rapid expansion has created many organizational challenges centered primarily on the issues surrounding staffing and employee burnout (Wallace, 2024). Its CEO, Elon Musk, implemented high-performance standards and mandatory overtime. As a result, Tesla employees experience excessive pressure to perform that erodes the company’s ability to retain employees. The main problems with the company are the combination of their key performance indicator or targets along with their manufacturing requirements. It depends on its workforce, which operates under strict deadlines. Workers have expressed dissatisfaction with their work-life balance, safety concerns, and a lack of job security. Tesla is known for paying employees in some departments well but that has not stopped continual employee departures across the organization (Wallace, 2022). High turnover creates disruptions through low staff morale, operational performance, and a reduction in their collective knowledgebase, threatening Tesla’s market share. The organization has attempted to improve degrading employee satisfaction through pay raises, expanded human resources support, and providing materials that support and promote the company’s mission. Internal research has been conducted by Tesla in an attempt to uncover the origin of employee discontent. Their research has shown evidence that minimal long-term transformation of workforce strategies may be partially responsible. Key Stakeholders Employee burnout and turnover at Tesla affect various stakeholders within the company. The most severely impacted stakeholders are the employees themselves. Due to the demanding conditions, they experience increased amounts of stress. This, along with high pressure and low job security, contributes to high levels of dissatisfaction and burnout. Management and executive leadership are stakeholders as well. They need to address the problems in employee retention to maintain operation efficiency while responsible for the company’s overall achievement (Doss, 2024). Instability in the workforce negatively affects stock performance, reducing investors’ long-term investments through production disruptions. Customers may also be considered stakeholders as well. Delivery delays, late product launches, and inconsistent merchandise affect customers on a day-to-day basis. Human Resources and Organizational Development are additional stakeholders in Tesla, specifically in recruitment, employee relations, and training. These teams serve as key implementors of policy change. They create programs and policies focused on enhancing workplace culture by providing potential solutions to reduce burnout and retain employees. Research Objective – Benefits to Stakeholders Current research focuses on understanding the organizational influences within Tesla, creating high burnout levels and increased employee turnover. Several research-based proposals target organizational factors and create solutions designed to retain employees and improve wellbeing. This study specifically works towards discovering the root cause of discontent while building a better and sustainable work environment. It is designed to answer the following questions: What organizational factors create employee turnover and burnout scenarios at Tesla?What evidence-based solutions may be created to improve workforce retention?How will this benefit the key stakeholders? There are several ways in which stakeholders may benefit from improving work conditions at Tesla. The first is that employees will likely stay longer with the organization as they have improved morale. The second benefit is that satisfied workers show an increase in production. This leads to higher levels of management satisfaction and an increase in stock prices. Improving conditions in the company overall leads to benefits for all stakeholders. Ethical Issues & Challenges Evaluation of the research into Tesla’s employee experiences uncovers multiple ethical concerns. The first issue is whether employees volunteered to participate in the study. Research participants should know and understand the study’s objectives. They should also understand how they are going to be asked to participate. They should also be made aware that they may leave the study at any time without repercussions. The protection of personal information is vital as well. Participants in this type of research will need anonymity to ensure that unfavorable opinions are protected against professional or legal sanctions (Shamsuddoha et al., 2025). Data security requires the use of comprehensive safety methods as confidentiality is closely monitored. Smallman & Parry (2025) details a method of protecting digital records and transcription data by storing it in encrypted systems, which prevent unauthorized users from accessing the information. In conducting a research study such as this, the organization should take care to maintain employee authenticity by presenting their unaltered opinions (Aqilah et al., 2023). There should be no pressure leveraged against the study organizer to modify negative feedback in an attempt to protect Tesla’s public reputation. Organizations should display sensitivity towards studies which challenge company norms in all steps of the process. Criticism targeted at management within the company may prevent employees from accessing vital data while reducing their desire to participate in future research efforts. The study organizers should also practice ethical behavior to maintain the research’s credibility. LITERATURE REVIEW Prior research has identified theoretical explanations within empirical studies that identify fundamental reasons causing employee burnout and high turnover at Tesla. The company has faced ongoing criticism stemming from its secretive operational environment that has led to employee departures. Despite that criticism, Tesla has performed well, achieving results in automotive production and technical systems. The evaluation examines workforce pattern changes within the company through the utilization of existing mental health frameworks, organizational models, and empirical data leveraged from comparable fields. This combination of information provides insight into work satisfaction, leading to staff retention or loss. Theoretical Frameworks Job Demands-Resources (JD-R) is the foundational theory to be used in the investigation of burnout phenomena at Tesla. Workers develop burnout when the demands of a job continually exceed the resources available. Long work hours, emotional challenges, complicated and confusing responsibilities, and fast-changing technology create pressures which customers see as workplace problems. Doss (2024) details how the redistribution of work tasks and providing employees with more autonomy decreases job-related stress, boosting employee satisfaction. Another framework which may be utilized to understand the reasons behind Tesla’s employee retention problems is Herzberg’s Two-Factor theory. Per Herzberg, the organizational factors which create work satisfaction may be derived from elements such as pay, safety, and job security. Motivating factors come from developmental prospects combine with job contentment options in this theory (Smallman & Parry, 2025). In Tesla’s case, the data shows that employees do receive competitive pay packages. However, they do not have additional internal motivational elements outside of compensation. Doude (2020) stated that various U.S. automotive manufacturers maintain strict hierarchical systems which prevent individual contributions and recognition. These restrictions lead to dissatisfaction among their highest-paid employee population. Additionally, the intense, results-oriented environment at Tesla does not always provide recognition or support growth needs, both of which are required to feel valued. The high level of employee turnover exists because its employees become frustrated with the organization and leave. Another relevant theory which directly relates to the situation at Tesla is the Organizational Commitment theory. It studies emotional attachment as it relates to organizational identification, referred to as affective commitment. This research highlights that employees with low affective commitment display a strong desire to leave their positions, especially when the company is led by autocratic leaders. The commitment level of the employee depends on transparent leadership and perceived fairness (Novitasari, 2020). Elon Musk’s leadership style has produced a workplace culture which depends on a centralized authority and rigid deadlines. Employees who notice their leaders behaving in an inconsistent manner or not providing support lose trust and loyalty, facilitating the decision to work for another more stable and accepting organization. Biases and Limitations in Existing Literature The literature which focuses on Tesla’s environment contains various systems limitations which researchers should consider when identifying which model to utilize. Much of the public information regarding the company comes from media coverage, independent research companies, and anonymous employee reviews on sites like Glassdoor.com. Wallace (2022) states that these information sources fall short of scientific research found in peer-reviewed studies regardless of the important information they contain. Employee accounts provide authentic insights into their work life but produce biased information through overgeneralization. Traditional organizational behavior models may not be sufficient as Tesla has dual identities as a technology organization and manufacturing company. Workers employed with the company differ from traditional corporations in that they manage through ambiguous situations at high speed while performing dual roles. Shamsuddoha et al, (2025) explains that organizations like Tesla operate in non-traditional ecosystems, resulting in the typical HR approaches failing. JD-R and Herzberg’s theories remain valuable but should be customized to accurately reflect Tesla’s organizational structure. Similar Research Studies Similar studies conducted in high-pressure industries support the utilization of these frameworks. Doss (2024) provides information regarding burnout within tech startups, identifying factors such as workload, control, rewards, community fairness, and values that lead to employee burnout. Complaints at Tesla highlight the company’s inability to connect the executive-level vision with operation-level needs. Smallman & Parry (2025) state that social wellbeing plays a significant role in employee retention. They advocate for the implementation of team engagement, recognition programs, and community development to reduce the high levels of turnover. Doude (2020) focused on research in automotive employees which demonstrates how empowerment and a perception of fairness dissuade employees from leaving their jobs. Its importance is further underlined when the worldwide automotive workforce is reviewed across multiple cultures. Aqilah et al. (2023) demonstrate that similar overload issues exist in the Malaysian automotive industry. These perceived issues affected employees negatively and boosted their intention to leave the other manufacturing companies. Research supports the need for employers to create environments which empower employee choice while managing workloads effectively. Case Analysis: Amazon's Workforce Challenges The challenges which affect Tesla are similar to Amazon’s experiences. They also face employee burnout, especially in their warehouse & logistics division. To counteract this, they have implemented pay raises, performance bonus programs, and wellness benefits programs as part of their overall wellness focus. Amazon’s (2023) Annual Report demonstrates that recent changes have lowered stress levels and strengthened employee retention in specific departments. Other strategies that collect employee feedback also led to enhancements in employee wellbeing. Per Doss (2024), the adoption of parallel reforms may provide a competitive advantage to Tesla’s companies. They may consider implementing new internal surveys which allow employees to express their concerns. The organization should consider the pursuit of three strategic initiatives: mental health assistance, internal promotions, and managerial monitoring. The adoption of a more comprehensive leadership strategy may create a workplace culture able to protect employees from experiencing burnout. References Amazon. (2023). 2022 annual report. Retrieved from https://s2.q4cdn.com/299287126/files/ doc_financials/2023/ar/Amazon-2022-Annual-Report.pdf Aqilah, Q., Nursal, A. T., Osman, A. A., & Redzuan, M. R. I. (2023). The Effects Of Perceived Work Overload On Organizational Comitment On Employee Turnover Intention In Automotive Industry In Pahang. Journal of Technology and Operations Management, 18(1), 40-55. Retrieved from https://e-journal.uum.edu.my/index.php/jtom/ article/view/20604 Doss, M. M. (2024). Addressing burnout: a shift to the progressive work model. Pepperdine University. Retrieved from https://search.proquest.com/openview/d96066f4efef8af02e3 eaf7d5ababff4/1?pq-origsite=gscholar&cbl=18750&diss=y Doude, M. (2020). Organizational culture in the United States automotive industry. Mississippi State University. Retrieved from https://search.proquest.com/openview/5debff5031 ced15d3eb302e13471bc7c/1?pq-origsite=gscholar&cbl=18750&diss=y Novitasari, D. (2020). Job stress and turnover intention: understanding the role of leadership and organizational commitment. International Journal of Science and Management Studies, 3(5), 1-14. Retrieved from https://www.ijsmsjournal.org/2020/volume-3%20issue- 5/ijsms-v3i5p101.pdf Shamsuddoha, M., Nasir, T., & Fawaaz, M. S. (2025). Humanoid Robots like Tesla Optimus and the Future of Supply Chains: Enhancing Efficiency, Sustainability, and Workforce Dynamics. Automation, 6(1), 9. Retrieved from https://www.mdpi.com/2673-4052/6/1/9 References cont’d Smallman, N., & Parry, D. (2025). Engaging Teams: How to use Social Wellbeing to Boost Performance, Retention and Culture. Kogan Page Publishers. Retrieved from https://books.google.com/books?hl=en&lr=&id=mctJEQAAQBAJ&oi=fnd&pg=PP1&dq =Addressing+Workforce+Turnover+and+Burnout+at+Tesla&ots=gUDqOjo4Dl&sig=W4 2v4o-hRRn01jJlkCGv1qMvY5M Wallace Jacob. (2022), Tesla, Inc. Case Study. Prestige International Journal of Management & IT- Sanchayan. Retrieved from https://www.pjitm.com/downloads/sanchayan/Volume- 11-2/paper3.pdf UNFORMATTED ATTACHMENT PREVIEW 1 Business Research 2025 D-2: 3-1 Final Project Milestone One Draft of Business Problem & Literature Review by Victoria French Southern New Hampshire University Waleed Abukhaled 2 BUSINESS PROBLEM Research Problems Tesla manufactures electric vehicles. It is also engaged in sustainable energy solutions, leading to significant growth and expansion since its founding on July 1, 2003. Tesla’s rapid expansion has created many organizational challenges centered primarily on the issues surrounding staffing and employee burnout (Wallace, 2024). Its CEO, Elon Musk, implemented high-performance standards and mandatory overtime. As a result, Tesla employees experience excessive pressure to perform that erodes the company’s ability to retain employees. The main problems with the company are the combination of their key performance indicator or targets along with their manufacturing requirements. It depends on its workforce, which operates under strict deadlines. Workers have expressed dissatisfaction with their worklife balance, safety concerns, and a lack of job security. Tesla is known for paying employees in some departments well but that has not stopped continual employee departures across the organization (Wallace, 2022). High turnover creates disruptions through low staff morale, operational performance, and a reduction in their collective knowledgebase, threatening Tesla’s market share. The organization has attempted to improve degrading employee satisfaction through pay raises, expanded human resources support, and providing materials that support and promote the company’s mission. Internal research has been conducted by Tesla in an attempt to uncover the origin of employee discontent. Their research has shown evidence that minimal long-term transformation of workforce strategies may be partially responsible. 3 Key Stakeholders Employee burnout and turnover at Tesla affect various stakeholders within the company. The most severely impacted stakeholders are the employees themselves. Due to the demanding conditions, they experience increased amounts of stress. This, along with high pressure and low job security, contributes to high levels of dissatisfaction and burnout. Management and executive leadership are stakeholders as well. They need to address the problems in employee retention to maintain operation efficiency while responsible for the company’s overall achievement (Doss, 2024). Instability in the workforce negatively affects stock performance, reducing investors’ long-term investments through production disruptions. Customers may also be considered stakeholders as well. Delivery delays, late product launches, and inconsistent merchandise affect customers on a day-to-day basis. Human Resources and Organizational Development are additional stakeholders in Tesla, specifically in recruitment, employee relations, and training. These teams serve as key implementors of policy change. They create programs and policies focused on enhancing workplace culture by providing potential solutions to reduce burnout and retain employees. Research Objective – Benefits to Stakeholders Current research focuses on understanding the organizational influences within Tesla, creating high burnout levels and increased employee turnover. Several research-based proposals target organizational factors and create solutions designed to retain employees and improve wellbeing. This study specifically works towards discovering the root cause of discontent while building a better and sustainable work environment. It is designed to answer the following questions: What organizational factors create employee turnover and burnout scenarios at Tesla? 4 What evidence-based solutions may be created to improve workforce retention? How will this benefit the key stakeholders? There are several ways in which stakeholders may benefit from improving work conditions at Tesla. The first is that employees will likely stay longer with the organization as they have improved morale. The second benefit is that satisfied workers show an increase in production. This leads to higher levels of management satisfaction and an increase in stock prices. Improving conditions in the company overall leads to benefits for all stakeholders. Ethical Issues & Challenges Evaluation of the research into Tesla’s employee experiences uncovers multiple ethical concerns. The first issue is whether employees volunteered to participate in the study. Research participants should know and understand the study’s objectives. They should also understand how they are going to be asked to participate. They should also be made aware that they may leave the study at any time without repercussions. The protection of personal information is vital as well. Participants in this type of research will need anonymity to ensure that unfavorable opinions are protected against professional or legal sanctions (Shamsuddoha et al., 2025). Data security requires the use of comprehensive safety methods as confidentiality is closely monitored. Smallman & Parry (2025) details a method of protecting digital records and transcription data by storing it in encrypted systems, which prevent unauthorized users from accessing the information. In conducting a research study such as this, the organization should take care to maintain employee authenticity by presenting their unaltered opinions (Aqilah et al., 2023). There should be no pressure leveraged against the study organizer to modify negative feedback in an attempt to protect Tesla’s public reputation. Organizations should display sensitivity towards studies 5 which challenge company norms in all steps of the process. Criticism targeted at management within the company may prevent employees from accessing vital data while reducing their desire to participate in future research efforts. The study organizers should also practice ethical behavior to maintain the research’s credibility. LITERATURE REVIEW Prior research has identified theoretical explanations within empirical studies that identify fundamental reasons causing employee burnout and high turnover at Tesla. The company has faced ongoing criticism stemming from its secretive operational environment that has led to employee departures. Despite that criticism, Tesla has performed well, achieving results in automotive production and technical systems. The evaluation examines workforce pattern changes within the company through the utilization of existing mental health frameworks, organizational models, and empirical data leveraged from comparable fields. This combination of information provides insight into work satisfaction, leading to staff retention or loss. Theoretical Frameworks Job Demands-Resources (JD-R) is the foundational theory to be used in the investigation of burnout phenomena at Tesla. Workers develop burnout when the demands of a job continually exceed the resources available. Long work hours, emotional challenges, complicated and confusing responsibilities, and fast-changing technology create pressures which customers see as workplace problems. Doss (2024) details how the redistribution of work tasks and providing employees with more autonomy decreases job-related stress, boosting employee satisfaction. Another framework which may be utilized to understand the reasons behind Tesla’s employee retention problems is Herzberg’s Two-Factor theory. Per Herzberg, the organizational factors which create work satisfaction may be derived from elements such as pay, safety, and job 6 security. Motivating factors come from developmental prospects combine with job contentment options in this theory (Smallman & Parry, 2025). In Tesla’s case, the data shows that employees do receive competitive pay packages. However, they do not have additional internal motivational elements outside of compensation. Doude (2020) stated that various U.S. automotive manufacturers maintain strict hierarchical systems which prevent individual contributions and recognition. These restrictions lead to dissatisfaction among their highest-paid employee population. Additionally, the intense, results-oriented environment at Tesla does not always provide recognition or support growth needs, both of which are required to feel valued. The high level of employee turnover exists because its employees become frustrated with the organization and leave. Another relevant theory which directly relates to the situation at Tesla is the Organizational Commitment theory. It studies emotional attachment as it relates to organizational identification, referred to as affective commitment. This research highlights that employees with low affective commitment display a strong desire to leave their positions, especially when the company is led by autocratic leaders. The commitment level of the employee depends on transparent leadership and perceived fairness (Novitasari, 2020). Elon Musk’s leadership style has produced a workplace culture which depends on a centralized authority and rigid deadlines. Employees who notice their leaders behaving in an inconsistent manner or not providing support lose trust and loyalty, facilitating the decision to work for another more stable and accepting organization. Biases and Limitations in Existing Literature The literature which focuses on Tesla’s environment contains various systems limitations which researchers should consider when identifying which model to utilize. Much of the public 7 information regarding the company comes from media coverage, independent research companies, and anonymous employee reviews on sites like Glassdoor.com. Wallace (2022) states that these information sources fall short of scientific research found in peer-reviewed studies regardless of the important information they contain. Employee accounts provide authentic insights into their work life but produce biased information through overgeneralization. Traditional organizational behavior models may not be sufficient as Tesla has dual identities as a technology organization and manufacturing company. Workers employed with the company differ from traditional corporations in that they manage through ambiguous situations at high speed while performing dual roles. Shamsuddoha et al, (2025) explains that organizations like Tesla operate in non-traditional ecosystems, resulting in the typical HR approaches failing. JD-R and Herzberg’s theories remain valuable but should be customized to accurately reflect Tesla’s organizational structure. Similar Research Studies Similar studies conducted in high-pressure industries support the utilization of these frameworks. Doss (2024) provides information regarding burnout within tech startups, identifying factors such as workload, control, rewards, community fairness, and values that lead to employee burnout. Complaints at Tesla highlight the company’s inability to connect the executive-level vision with operation-level needs. Smallman & Parry (2025) state that social wellbeing plays a significant role in employee retention. They advocate for the implementation of team engagement, recognition programs, and community development to reduce the high levels of turnover. Doude (2020) focused on research in automotive employees which demonstrates how empowerment and a perception of fairness dissuade employees from leaving their jobs. Its 8 importance is further underlined when the worldwide automotive workforce is reviewed across multiple cultures. Aqilah et al. (2023) demonstrate that similar overload issues exist in the Malaysian automotive industry. These perceived issues affected employees negatively and boosted their intention to leave the other manufacturing companies. Research supports the need for employers to create environments which empower employee choice while managing workloads effectively. Case Analysis: Amazon's Workforce Challenges The challenges which affect Tesla are similar to Amazon’s experiences. They also face employee burnout, especially in their warehouse & logistics division. To counteract this, they have implemented pay raises, performance bonus programs, and wellness benefits programs as part of their overall wellness focus. Amazon’s (2023) Annual Report demonstrates that recent changes have lowered stress levels and strengthened employee retention in specific departments. Other strategies that collect employee feedback also led to enhancements in employee wellbeing. Per Doss (2024), the adoption of parallel reforms may provide a competitive advantage to Tesla’s companies. They may consider implementing new internal surveys which allow employees to express their concerns. The organization should consider the pursuit of three strategic initiatives: mental health assistance, internal promotions, and managerial monitoring. The adoption of a more comprehensive leadership strategy may create a workplace culture able to protect employees from experiencing burnout. 9 References Amazon. (2023). 2022 annual report. Retrieved from https://s2.q4cdn.com/299287126/files/ doc_financials/2023/ar/Amazon-2022-Annual-Report.pdf Aqilah, Q., Nursal, A. T., Osman, A. A., & Redzuan, M. R. I. (2023). The Effects Of Perceived Work Overload On Organizational Comitment On Employee Turnover Intention In Automotive Industry In Pahang. Journal of Technology and Operations Management, 18(1), 40-55. Retrieved from https://e-journal.uum.edu.my/index.php/jtom/ article/view/20604 Doss, M. M. (2024). Addressing burnout: a shift to the progressive work model. Pepperdine University. Retrieved from https://search.proquest.com/openview/d96066f4efef8af02e3 eaf7d5ababff4/1?pq-origsite=gscholar&cbl=18750&diss=y Doude, M. (2020). Organizational culture in the United States automotive industry. Mississippi State University. Retrieved from https://search.proquest.com/openview/5debff5031 ced15d3eb302e13471bc7c/1?pq-origsite=gscholar&cbl=18750&diss=y Novitasari, D. (2020). Job stress and turnover intention: understanding the role of leadership and organizational commitment. International Journal of Science and Management Studies, 3(5), 1-14. Retrieved from https://www.ijsmsjournal.org/2020/volume-3%20issue5/ijsms-v3i5p101.pdf Shamsuddoha, M., Nasir, T., & Fawaaz, M. S. (2025). Humanoid Robots like Tesla Optimus and the Future of Supply Chains: Enhancing Efficiency, Sustainability, and Workforce Dynamics. Automation, 6(1), 9. Retrieved from https://www.mdpi.com/2673-4052/6/1/9 10 References cont’d Smallman, N., & Parry, D. (2025). Engaging Teams: How to use Social Wellbeing to Boost Performance, Retention and Culture. Kogan Page Publishers. Retrieved from https://books.google.com/books?hl=en&lr=&id=mctJEQAAQBAJ&oi=fnd&pg=PP1&dq =Addressing+Workforce+Turnover+and+Burnout+at+Tesla&ots=gUDqOjo4Dl&sig=W4 2v4o-hRRn01jJlkCGv1qMvY5M Wallace Jacob. (2022), Tesla, Inc. Case Study. Prestige International Journal of Management & IT- Sanchayan. Retrieved from https://www.pjitm.com/downloads/sanchayan/Volume11-2/paper3.pdf Purchase answer to see full attachment User generated content is uploaded by users for the purposes of learning and should be used following Studypool's honor code & terms of service.