scholarly journals A Soft Systems Approach to Knowledge Worker Productivity—Analysis of the Problem Situation

Economies ◽  
2017 ◽  
Vol 5 (3) ◽  
pp. 28
Author(s):  
◽  
Keyword(s):  
Systems Approach ◽  
Knowledge Worker ◽  
Problem Situation ◽  
Productivity Analysis ◽  
Worker Productivity ◽  
Soft Systems

scholarly journals A Soft Systems Approach to Knowledge Worker Productivity: A Purposeful Activity Model for the Individual

2021 ◽  
Vol 11 (4) ◽  
pp. 110
Author(s):  
Helga Guðrún Óskarsdóttir ◽  
Guðmundur Valur Oddsson ◽  
Jón Þór Sturluson ◽  
Rögnvaldur Jóhann Sæmundsson
Keyword(s):  
Conceptual Framework ◽  
Systems Approach ◽  
Knowledge Worker ◽  
Knowledge Work ◽  
Lessons Learned ◽  
Extensive Literature ◽  
Worker Productivity ◽  
Systems Methodology ◽  
Soft Systems ◽  
The Individual

This research attempted to find and define holistic systems that affect the productivity of the knowledge worker (KW), using the soft systems methodology (SSM). It is not enough to look at the management and improvement of knowledge worker productivity (KWP) from the viewpoint of the organization. The viewpoint of the individual KW needs to be considered as well. The KW owns the means of production; they carry their knowledge in their heads and take it with them when changing jobs. This paper proposes a conceptual framework that describes the process in which the KW uses resources to execute actions to create tangible or intangible artifacts with the intention of generating value. It was based on interpretations and inferences made from an extensive literature review using the snowballing method. This paper highlights what implications the lessons learned from the conceptual framework have on managing and improving KWP and delves deeper into four key concepts: value in knowledge work, knowledge, personal resources, and competencies.

Application of Soft Systems Methodology to the Real-World Processes of Human Resource Management

2021 ◽  
pp. 170-188
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Knowledge Worker ◽  
Soft Systems Methodology ◽  
Worker Productivity ◽  
Group Creativity ◽  
Systems Methodology ◽  
Soft Systems ◽  
Effective Group

Systems approach to human resource management (HRM) regards it as a unified and purposeful system containing interrelated parts. In order to develop HR decisions and practices, the soft systems methodology (SSM), as an approach, causes a better understanding of the system and more meaningful decision making. Various applications of SSM in HRM were reviewed in this chapter, including employee participation, group creativity, HR development, HR maintenance, and knowledge worker productivity. The main discussion of this chapter is that SSM can strongly improve the intersubjective understanding necessary for effective group development and progress. It is especially helpful to challenge paradigms, leading to enhanced group creativity. The issue of current HR development resulting from the lack of any argument on the central role of SSM in this development was another topic. Finally, low knowledge worker productivity through SSM was explained.

scholarly journals Measurements of workplace productivity in the office context

2018 ◽  
Vol 20 (4) ◽  
pp. 281-301 ◽  
Author(s):  
Brandon Bortoluzzi ◽  
Daniel Carey ◽  
J.J. McArthur ◽  
Carol Menassa
Keyword(s):  
Knowledge Worker ◽  
Expert Interviews ◽  
Structured Interviews ◽  
Productivity Measurement ◽  
Worker Productivity ◽  
Content Type ◽  
The Past ◽  
Workplace Productivity ◽  
Detailed Evaluation ◽  
Comprehensive Survey

Purpose The purpose of this paper is to present a comprehensive survey of workplace productivity key performance indicators (KPIs) used in the office context. Academic literature from the past 10 years has been systematically reviewed and contextualized through a series of expert interviews. Design/methodology/approach The authors present a systematic review of the literature to identify KPIs and methods of workplace productivity measurement, complemented by insights semi-structured interviews to inform a framework for a benchmarking tool. In total, 513 papers published since 2007 were considered, of which 98 full-length papers were reviewed, and 20 were found to provide significant insight and are summarized herein. Findings Currently, no consensus exists on a single KPI suitable for measuring workplace productivity in an office environment, although qualitative questionnaires are more widely adopted than quantitative tools. The diversity of KPIs used in published studies indicates that a multidimensional approach would be the most appropriate for knowledge-worker productivity measurement. Expert interviews further highlighted a shift from infrequent, detailed evaluation to frequent, simplified reporting across human resource functions and this context is important for future tool development. Originality/value This paper provides a summary of significant work on workplace productivity measurement and KPI development over the past 10 years. This follows up on the comprehensive review by B. Haynes (2007a), providing an updated perspective on research in this field with additional insights from expert interviews.

scholarly journals Soft systems methodology for performance measurement in the Uganda water sector

Water Policy ◽  
2008 ◽  
Vol 10 (3) ◽  
pp. 273-284 ◽  
Author(s):  
Sam Kayaga
Keyword(s):  
Developing Countries ◽  
Performance Measurement ◽  
Institutional Environment ◽  
Soft Systems Methodology ◽  
Problem Situation ◽  
Systems Methodology ◽  
Soft Systems ◽  
Measurement Systems ◽  
Measurement Framework ◽  
Performance Measurement Systems

Water and sanitation services in developing countries are delivered in an extremely complex institutional environment, characterised by “soft” problems, that is problems with significant political and social components whose “what” and “how” cannot be defined early in the intervention process. A problem situation common in developing countries depicting “soft” characteristics is how to improve the effectiveness and efficacy of existing performance measurement systems to track the progress towards achievement of water/sanitation-related Millennium Development Goals (MDGs). Such problem situations are better handled using soft systems methodology (SSM), a methodology recommended by Professor Checkland and his research colleagues at Lancaster University, UK. In 2003, SSM was applied in an intervention that aimed to improve performance measurement systems in the Uganda water/sanitation sector. Through strong participation of the key stakeholders, a team of researchers with their local counterparts in Uganda developed and field tested a performance measurement framework. According to an evaluation by the international donor community, policy makers and managers in the sector, the past three annual water/sanitation sector performance reports compiled using the performance measurement framework have depicted a progressive qualitative improvement.

Developing GP Monitoring Systems Guided by a Soft Systems Approach

1995 ◽  
Vol 8 (4) ◽  
pp. 259-267 ◽  
Author(s):  
Tony Hindle
Keyword(s):  
National Health Service ◽  
Health Service ◽  
General Practitioners ◽  
National Health ◽  
Systems Approach ◽  
Soft Systems Methodology ◽  
Monitoring Systems ◽  
Contract Management ◽  
Systems Methodology ◽  
Soft Systems

This paper describes a selected aspect of a research project concerned with ‘contracts and competition’ in the recently reformed National Health Service. The particular feature highlighted in this paper is the central role played by the general practitioners in the health service as principal sources of the demands made on provider units (particularly hospitals) and, hence, critical determinants of volumes and costs in contracting. A practical outcome of the research has been the development of GP monitoring systems to be used by provider units particularly in the context of marketing-led referral expectations. The approach used to highlight areas of potential GP contract management and monitoring improvements has been a development of soft systems methodology.

Improving the Role of Organisational Culture in Change Management through a Systems Approach

2015 ◽  
pp. 230-271
Author(s):  
N. Gökhan Torlak
Keyword(s):  
Change Management ◽  
Corporate Culture ◽  
Culture Change ◽  
Systems Approach ◽  
Soft Systems Methodology ◽  
Organisational Culture ◽  
Organisational Performance ◽  
Systems Methodology ◽  
Soft Systems

The chapter assumes organisational culture, which is most valuable resource of organisation, cannot often be treated coherently by managers in change management that ultimately leads to ineffectiveness and failure. In order to make organisational culture a powerful managerial instrument in change management resulting in high organisational performance the chapter proceeds through the following sequence. At first, it elaborates chief characteristics of organisational culture in order to underline its value; secondly, portrays significance of interpreting and managing organisational milieu; thirdly, emphasises necessity and difficulty of organisational culture change; and then offers a systems approach called two strands model of soft systems methodology to improve the effect of corporate culture on organisational performance. The last part describes the methodology in depth and shows how it is applied to a private hospital that generates its improved version dealing with the major issue of open, full and equal participation in organisational culture change management.

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