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Slides_Workplace context and its effect on individual competencies and performance in a work (project) team


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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 …

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.

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  • 1. 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
  • 2. 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. 2
  • 3. 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. 3
  • 4. 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
  • 5. 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) 5
  • 6. Work context Organization environment Workplace context Manager Person Team Task
  • 7. 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). 7
  • 8. 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. 8
  • 9. 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
  • 10. Conceptual Model 10 Culture Climate Individual Performance Employee Motivation Employee Competencies Employee Values Manager Competencies Manager Values Task 2 Team CompetenciesTeam Values 6 3 1 4 5 7 8
  • 11. Research Project Variables 11 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
  • 12. 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 12
  • 13. References 1. Benali, M., & Burlat, P. Modeling cooperation links within networks of firms: A case study. Journal of Intelligent Manufacturing, , 1-7. doi: 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 6. Castejón-Limas, M., Ordieres-Meré, J., González-Marcos, A., & González-Castro, V. (2011). Effort estimates through project complexity. Annals of Operations Research, 186(1), 395-406. doi: 10.1007/s10479-010-0776-0 7. Cooper, K. (2000). Effective competency modeling & reporting :A step-by- step guide for improving individual & organizational performance. New York: Amacom. 8. Crowl, D., Attwood, D., & American Institute of Chemical Engineers. (2007). Human factors methods for improving performance in the process industries. Hoboken, N.J.: John Wiley & Sons. 9. Deal, T. E., & Kennedy, A. A. <. (1982). Corporate cultures :The rites and rituals of corporate life. Reading, Mass.: Addison-Wesley Pub. Co. 10. Denison, D. R. (1990). Corporate culture and organizational effectiveness. New York: Wiley. 11. Gutjahr, W. J., Katzensteiner, S., Reiter, P., Stummer, C., & Denk, M. (2008). Competence-driven project portfolio selection, scheduling and staff assignment. Central European Journal of Operations Research, 16(3), 281-306. doi: 10.1007/s10100-008-0057-z 12. Heneman, R. L., & Ledford, G. E. (1998). Competency pay for professionals and managers in business: A review and implications for teachers. Journal of Personnel Evaluation in Education, 12(2), 103-121. doi: 10.1023/A:1008076926413 13. Kerzner, H., & Kerzner, H. (2006). Project management :A systems approach to planning, scheduling, and controlling (9th ed.). Hoboken, N.J.: J. Wiley. 14. Kurz, R., & Bartram, D. (2002; 2008). Competency and individual performance: Modelling the world of work. Organizational effectiveness (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
  • 14. Please, contact me! Mikhail ROZHKOV PolyU, PhD (FT) E-mail: 14 Especially if - you have interest to solve related problems in your company! - you do research in similar topic - you have data related to this topic