slides_workplace context and its effect on individual competencies and performance in a work...
DESCRIPTION
I study relationships between workplace environment (context) and employee’s competencies and their influence on personal and team work performance. In this study I consider complex work environment surrounding employee. Better understanding of studying relationships will give more efficient tools and methods for improving performance.TRANSCRIPT
WORKPLACE CONTEXT AND ITS EFFECT ON INDIVIDUAL COMPETENCIES AND PERFORMANCE
IN A WORK (PROJECT) TEAM
Chief Supervisor: Prof. C.F. Cheung (ISE)
Co-supervisor: Prof. Eric Tsui (ISE)
Mikhail ROZHKOV
Hong Kong, 2013
Summary of the study
PROJECT PURPOSE
This study aims to investigate the potential benefits of considering the relationships between workplace environment and employees preferences to achieve improvements in personal professional performance, work climate and satisfaction.
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Hypotheses
• H1. Organizational Culture, Organizational Climate, Team, Manager and Task characteristics significantly influence Employee competencies.
• H2. The higher matching between Employees’ characteristics and project (work) context, the higher shown competencies, job satisfaction and levels of personal and team performance.
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What is “competency”?
The observed behavior
Motivation
Knowledge and skills
Personal traits
Competency
*adopted from presentation of Gregory Finkelshtein, ECOPSY Consulting
Figure 2 – What is competency? 4
Literature Review Competency Management
• Characteristics of competencies (McClelland, 1973; Boyatzis, 1982; Spencer & Spencer, 1993a): – Underlying characteristic (fairly deep, integral part of personality),
– Causally related to and can predict behavior and performance,
– Criterion-referenced (based on specific criterion or standards),
– Have complex multi-dimensional structure: • Intensity or completeness of actions involved
• Complexity of factors taking into account
• Time horizon (planning or taking actions to anticipate future situations)
• Breadth of impact (number of people affected)
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Work context
Organization environment
Workplace context
Manager
Person
Team
Task
Culture
• Corporate (organizational) culture is
– “a pattern of shared basic assumptions invented, discovered, or developed by a given group as it learns to cope with its problems of external adaptation and internal integration" that have worked well enough to be considered valid and therefore, to be taught to new members as the correct way to perceive, think and feel in relation to those problems” Schein (2010, p.18).
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Literature Review Climate
• Organizational climate (Denison,1990) is a relatively enduring quality of the internal environment of an organization that
a) is experienced by its members,
b) influences their behavior,
c) can be described in terms of the values of a particular set of characteristics (or attitudes) of the organization”.
• Assumptions about organizational climate concept (Stringer, 2002): – people feelings about their work has a powerful influence on how they
work,
– climate determines the performance of an organization,
– climate is directly linked to motivation.
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Culture and climate determinants and characteristics
Strategy
Organizational Arrangements
Management Practices
Team Behavior
Culture
Past States (Historical
Forces)
Consensus (Cons)
Intensity (I)
Organizational Values
Person Values
Content (C)
Climate
Structure
Standards
Responsibility
Recognition
Commitment
Support
Conceptual Model
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Culture
Climate
Individual Performance
Employee Motivation
Employee Competencies
Employee Values
Manager Competencies
Manager Values Task
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Team Competencies Team Values
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3
1
4
5
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Research Project Variables
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Independent Variables 1. Organizational Culture 2. Organizational Climate 3. Manager Values 4. Manager Competencies 5. Team Values 6. Team Competencies
Dependent Variables
1. Employee individual competencies
2. Employee Individual performance
Extraneous Variables 1. Age 2. Gender 3. Education 4. Task (Occupation/Job
Family) 5. Experience 6. Industry 7. Team Size
Mediating Variables
1. Employee Competency Profile
2. Employee Motivation 3. Employee Values 4. Employee Satisfaction
Research deliverables
Decision support model for competency management in organization units and project teams
Simulation platform for scenario-based analysis and prediction of project team performance
Tools for individual and team performance improvement
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References
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10.1007/s10845-011-0511-y 2. Boyatzis, R. E. (1982). The competent manager :A model for effective performance. New York: Wiley. 3. Božić, L., & Radas, S. Surmounting innovation project failure. 4. Brown, K. A., & Hyer, N. L. (2010). Managing projects :A team-based approach. New York, N.Y.: McGraw-Hill Irwin. 5. Bush, E., Nash, J., & Bell, B. S. (2011). Remote work: An examination of current trends and emerging issues. (). Retrieved from
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(pp. 227-255) John Wiely & Sons, Ltd. doi: 10.1002/9780470696736.ch10 15. Marques, J., Zacarias, M., & Tribolet, J. (2010). A bottom-up competency modeling approach. In A. Albani, & J. L. G. Dietz (Eds.), Advances in
enterprise engineering IV (pp. 50-64) Springer Berlin Heidelberg. doi: 10.1007/978-3-642-13048-9_4 16. McClelland, D. C. (1973). Testing for competence rather than for "intelligence". The American Psychologist, 28(1), 1-14. 17. Schein, E. H. (2010). Organizational culture and leadership (4th ed.). San Francisco: Jossey-Bass. 18. Sebt, M. H., Shahhosseini, V., & Rezaei, M. (2010). Competency based optimized assignment of project managers to projects. 12th UKSim
International Conference on Modelling and Simulation, UKSim 2010, Cambridge. 311-316. doi: 10.1109/UKSIM.2010.65 19. Spencer, L. M., & Spencer, S. M. (1993). Competence at work :Models for superior performance. New York: Wiley. 20. Stringer, R. (2002). Leadership and organizational climate :The cloud chamber effect. Upper Saddle River, N.J.: Prentice Hall. 21. Westergren, U. (2011). Opening up innovation: The impact of contextual factors on the co-creation of IT-enabled value adding services within
the manufacturing industry. Information Systems and E-Business Management, 9(2), 223-245. doi: 10.1007/s10257-010-0144-2 22. Woodruffe, C. (1993). What is meant by a competency? Leadership & Organization Development Journal, 14(1), 29. 13
Please, contact me!
Mikhail ROZHKOV PolyU, PhD (FT)
E-mail: [email protected]
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