Introduction, Research Problem, and Questions 

The goal of the research is to unearth the relationship between boredom and productivity among youths aged 24-35 in the workplace. Accordingly, the research will use the comparative study model. In particular, it will use purposive sampling and interviews to acquire information. The study will incorporate a comparative study model.

An exciting job is fulfilling to the individual undertaking it. When a person is pleased with his or her position, he or she is more engaged in completing tasks. The individual works enthusiastically with workmates and gets work done. In addition, a worker enjoys the learning process that comes with their position. Exciting work also improves communication among employees, increasing trust. In particular, youths are energetic and gain much from such exciting jobs. They can establish connections with other workers that would serve them well in their career ladder. With the energy and innovative minds, a stimulating environment challenges them to introduce new ideas that would improve their performance or the products of the organization. Further, they acquire skills fairly early enough to help them in the future. An exciting job is fulfilling and transformational to employees, particularly youths.

A majority of people are bored at work. In fact, research estimates that two out of three workers do not enjoy their job. Boring jobs have adverse effects on people, especially youths. Firstly, they hinder creativity, which is good for personal and career growth. Moreover, such jobs foster laziness. Being bored makes it difficult to accomplish even the simplest tasks, which people often procrastinate. There is also hopelessness and low morale to work. The individual lacks the strength to leave the bed and get ready for work. They are also tempted to quit the job and look for something more exciting to do, presumably elsewhere. A tedious job, which is the reality of many people, has adverse impacts on their performance and growth.

In response to the issue of boring jobs and their effects on the youth, the research investigates their impact on the productivity of youths aged 24-35 in the workplace. The paper will reveal the adverse effects that a monotonous job has on the innovation capacity, the ability to complete work activities in good time, the quality of work that young men and women do in the workplace. The research question forthwith is:

What is the relationship between boredom and innovation, work completion capability, and quality output among youths aged 24-35 in the workplace?

To answer the research question, the researcher will ask various interview queries. The questions will focus on the adverse effects that the monotony has on the youth’s productivity. Consequently, the researcher will come up with generative questions that will aid the participants to understand the direction of the interview and be more forthcoming. Equally, the directive questions, open-ended in nature, will be sensitive to the interviewees. The interviewees will also answer closing and follow-up probing questions. Forthwith, there are various units of analysis for this research. Organizing is a unit because production takes place within the company, which is the working environment. Furthermore, the individual is an essential unit, as he or she is the one giving information about the research. Another unit is roles, as the positions and duties that the participants hold in the organization affect their perception of their jobs. Interviews will reveal crucial information as the interviewees answer the questions.

Literature Review and Reflections on the Research Problem

Most researches focus on the factors leading to the effects of monotonous jobs on the workers with little regard for age groups. Hoof and Hooft state that boredom has negative consequences to the organization, as workers cannot concentrate on their work. Dysfunctional behavior is likely to occur when employees do not engage in any productive activity. Seçkin (640) adds that monotony makes a job boring because an individual follows the same routine every day. Moreover, a lack of social support makes work monotonous. Consequently, an organization experiences high rates of employee turnover. In addition, workers feel depressed about their working conditions and become unproductive. Most of the research centers on the causes of boredom and the effects they have on the employee population.

The research is significant to the researcher, community, and society. Based on the findings, the researcher will have an answer to the research problem. The community and society gain because they will have more knowledge about monotonous jobs and their effects on the youth. Given that there is little research on this age gap, the findings are instrumental in understanding how boring jobs affect the youth’s productivity at work. Organizations will realize these implications and hopefully make necessary changes. The research benefits everyone.

The study should consider ethical issues and limitation of the research model. Concerning ethics, the researcher should look into problems like informed consent, confidentiality, and transparency. The participants will voluntarily consent to the interview and express their agreement in writing. Confidential details like their names will be withheld to protect their identities. The researcher will not alter the results from the interviews. The comparative study model will require much concentration from the interviewer and interviewee, which is subject to the environment and duration of the interview.  The study will also consider ethical matters and limitations of the study model during the interview.

Part 2: Interview Guide

Interview Guide

Research Model: Comparative Study Model

Research Topic: The relationship between boredom and productivity among youths aged 24-35 in the workplace

Research Question: What is the relationship between boredom and innovation, work completion capability, and quality output among youths aged 24-35 in the workplace?

Unit of Analysis: Organization, individual, and role

Interview Type: Informant Interview

Interviewee Sample: 24-35 years

Interview Part A: Generative Questions

1. How do you rate you’re the boring nature of your job? Boring? Slightly boring? Or extremely boring?
2. Do you love your working environment?
3. Why would you say that your environment constrains your productivity? (probing question)
4. Take me through your daily routine. How many hours are you actively engaged at work?
5. If you had an opportunity to work elsewhere, would you leave your current job?
6. What makes you think that your current job position is solely responsible for your ineffectiveness? (probing question)
7. People say that a boring job hinders innovation, delivery, and work quality among youths. What do you think?

Interview Part B: Directive Questions

1. Which one comes first, the job becomes boring or lack of innovation and low-quality output?
2. I know that you have said that your organization is at fault, but do you think that you contribute to the monotonous environment with your attitude towards your job?
3. You say that it is your job description to blame, does this mean that the problem is not the company but rather your duties? (probing question)
4. Can you entirely blame your productivity issues on boredom? Could there be other factors, perhaps social ones that hinder you from working effectively?
5. Are there times when you deliberately underperformed in your work?
6. If you have consciously chosen to be ineffective, does this mean that you are the problem and not the job itself (probing question)
7. You mentioned that your monotonous job had hindered your work quality and innovation. Are there any other consequences to your career because of your current position?

Interview Part C: Closing Questions

1. Do you think that if the company improved its structure, you would enjoy your job?
2. Now that your boring job is affecting your productivity, what are you doing about it?
3. If you quit and find another job in a better company, does it mean you will automatically love your job and post high results and release your innovativeness? (probing question)
4. Do you think that the trend of boring jobs will still be an issue in the next five years?
5. Do you think that other youths are experiencing the same effects of boring jobs like you?
6. In your opinion, are boring jobs reserved for specific positions or do they exist in all professions?

Brief Rationale

The interview is an informant interview structure on employees aged 24-34 years. The informant structure allows the respondents to give their accounts on the way adversely boring jobs have affected their creativity. The respondents also feel free and can talk about complex issues relating to their job environments. Correspondingly, the age group was appropriate because it fits the youth profile. In addition, people in this group are highly talented, innovative, and have much zeal to work in organizations. The interview structure and age group are appropriate for this research.

The structure and order of the questions will aid the respondents in revealing information. The clarity of the issues ensures that there is no contradiction when responding. The questions are structured from simple (generative) to complex (directive), to identity enhancing queries (closing). In effect, the respondents can reformulate and expound on previous answers. Moreover, they will reflect on their initial responses and even questions, which is engaging. For the interviewer, I can confirm any interpretations of the answers that the participants give. Moreover, I can seek clarification and more details by probing further into questions that the interviewer has not adequately articulated. Through this organization, I can identify any discrepancies in the responses the interviewees give.

The questions align with the research question and the units of analysis. The respondents will give answers about the effect that their boring jobs have on their productivity at work. The probing questions are related to the units of analysis because they focus on the individual, who is allowed to give his or her views about the organization, and their position, which influences their dull attitude towards their work. The questions provide crucial information for the research.

Part 3: Shooting Guide

Shooting Script

Brief Rationale

The photos are useful in aiding the research. The images are aimed at evoking a lived experience of the participants. The photographs trigger memories that they can easily relate to in their work. The images also depict the participants in their working environment, which they blame for their boring jobs. Moreover, the photographs capture their emotions when bored, which is vital in discerning if their jobs are genuinely boring. The images equally further the understanding of behavior among the participants. Notably, the photos will reveal how boredom affects their productivity. The patterns can be compared to aid in establishing any existing similarities in different occupations or job groups. The photography will capture multiple units of analysis. Concerning the individual one can monitor their behavior to determine how they contribute to the boredom and how it affects their output. Comparatively, the characteristics of the environment will be revealed to unearth how it impacts the workers. Images of the layout and other employee relations will be captured for analysis. The shooting goals, like capturing the working progress of the employees will answer the question of the relationship between boredom and completion of work and the quality of the output. Shooting goals are imperative because they provide genuine details about how work affects employee productivity. Since they will be captured in the course of their work, the information is more compelling than an interview, during which the participants may not have been sincere. Shooting is critical to the research as it avails trustworthy and timely information.

Works Cited

Hoof, Madelon and Edwin Hooft. “Boredom at Work: Proximal and Distal Consequences of Affective Work-Related Boredom.” Journal of Occupational Health and Psychology, 19 (3), 2014, www.researchgate.net/publication/262789479_Boredom_at_Work_Proximal_and_Distal_Consequences_of_Affective_Work-Related_Boredom

Seçkin Nur Seyda. “Boredom at Work: A Research on Public Employees.” Journal of Business Research: Turk, 10 (1), 2018, http://isarder.org/2018/vol.10_issue.1_article32_extensive_summary.pdf