HRIS Project Teams Skills and Knowledge

2009 ◽  
pp. 135-152
Author(s):  
Hazel Williams ◽  
Carole Tansley ◽  
Carley Foster
Keyword(s):  
Human Capital ◽  
Information Systems ◽  
Frame Of Reference ◽  
Project Teams ◽  
Team Members ◽  
Knowledge And Skills ◽  
Hybrid Knowledge ◽  
It Personnel ◽  
Global Project ◽  
National Organisation

Global, enterprise-wide, information systems (GEIS) projects are often delayed with budget over-runs often due to a lack of understanding of the key roles required on the project. The “hybrid” knowledge and skills requirement of functional GEIS teams, typically composed of both IT personnel and representatives from the departments where the system is going to be used, are generally not acknowledged and understood. This chapter presents the findings of a study conducted with project teams working in a multi-national organisation implementing and maintaining the HR “pillar” of an SAP GEIS located in four countries. The main purpose of that study was the identification of HRIS skills and knowledge in the key roles on the global project and make suggestions for development of project team members. Using a human capital frame of reference, we provide a guiding framework which can be used as a sensemaking tool by those responsible for managing people working in hybrid roles on such projects.

scholarly journals A Questão Cultural e sua Influência na Gestão de Equipes de Projetos Globais

2016 ◽  
Vol 8 (1) ◽  
pp. 90-112 ◽  
Author(s):  
Nadia Lima ◽  
Leandro Alves Patah
Keyword(s):  
Leadership Style ◽  
Project Manager ◽  
Project Teams ◽  
Global Teams ◽  
Cultural Issues ◽  
Team Members ◽  
Several Variables ◽  
Qualitative Descriptive ◽  
Global Project ◽  
Research Show

The interactions between the project manager and team members may be affected by several variables, such as culture, leadership style of the project manager, and the complexity of the developed tasks. Focused in this context, the objective of this paper is to investigate and describe how the culture issue can affect the anagement of global project teams. It is a qualitative, descriptive study conducted in a large multinational company in the automotive sector. The results of this research show that cultural issues can influence both positively and negatively the management of project global teams and the managers of these projects have to deal with several management challenges that require the adoption of certain ways of dealing with culture impacts in managing their teams to minimize potential problems in this context.

Information systems project team members: factors for high performance

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Isabel Moura ◽  
Caroline Dominguez ◽  
João Varajão
Keyword(s):  
Information Systems ◽  
High Performance ◽  
Empirical Studies ◽  
Business Environment ◽  
Project Team ◽  
Project Teams ◽  
Design Management ◽  
Content Type ◽  
Team Members ◽  
The Individual

PurposeThe main aim of this study is to contribute to the discussion on the factors that can influence the high performance of information systems (IS) project team members, from the individual perspective. This study also allows both IS project team members and their managers to have a thorough picture of high-performing project teams, helping them improve team design, management and performance in today's demanding business environment.Design/methodology/approachTo address the research questions, the authors carried out an exploratory case study of a small-sized holding company and a qualitative analysis of the data.FindingsResults show a set of perceived factors that can influence (facilitate/hinder) the high performance of IS project team members. “Proper reward systems” was the most mentioned facilitating factor. “Negative affectivity” and “Lack of competence” were the two most referred as hindering factors. Most of the perceived factors are classified in the literature as non-technical.Originality/valueBesides being among the very few empirical studies consolidating knowledge on the high performance of IS project team members, this paper extends the authors' previous research (done at the team level) to the individual team member level (as opposed to the team or organizational levels). In spite of IS being a highly technical industry, this study came across mostly human-centered factors transversal to different professionals (IS and non-IS) involved in project teams.

Shared Leadership

2021 ◽  
Vol 12 (3) ◽  
pp. 50-63
Author(s):  
Qiong Wu ◽  
Kathryn Cormican ◽  
Suzana Sampaio
Keyword(s):  
Information Systems ◽  
Shared Leadership ◽  
Positive Relationship ◽  
Project Success ◽  
Task Interdependence ◽  
Project Teams ◽  
Team Process ◽  
Team Members ◽  
Project Complexity ◽  
Supportive Culture

Shared leadership refers to an emergent, collective team process where leadership is distributed among and stems from team members, rather than a single designated leader. While shared leadership has gained considerable attention in the literature in recent years, it has received little attention in information systems (IS) project teams. In this study, a theoretical moderation framework in IS project teams that portrays the positive relationship between shared leadership and IS project success is presented. Moreover, project-centered moderators (i.e., project complexity and project task interdependence) and team-centered moderators (i.e., team autonomy and team supportive culture) have been proposed to influence the shared leadership-IS project success relationship. This study proposes that this relationship is stronger when projects are more complex and more interdependent, and when teams have a higher level of autonomy and supportive culture.

Human Capital Development via Management by Projects

2013 ◽  
Vol 29 (3) ◽  
pp. 0-0 ◽  
Author(s):  
Katarzyna Piwowar‑Sulej
Keyword(s):  
Human Capital ◽  
Project Teams ◽  
Clothing Industry ◽  
Direct Impact ◽  
Human Capital Development ◽  
Knowledge And Skills ◽  
Capital Development

The article presents a brief characteristics of the main ways of human capital development and shows the concept of management by projects (MBP) as a tool for this development. The author based the article on her analysis of specialist literature in the area of management and pedagogy as well as the results of interviews conducted with members of the project teams from a clothing industry company. It was found that the implementation of MBP has a direct impact on the sphere of employee trainings and promotion. Consequently, MBP has an influence not only on the development of human capital components such as knowledge and skills, but also on the motivation.

Information systems project teams: factors for high performance

2019 ◽  
Vol 25 (1/2) ◽  
pp. 69-83 ◽  
Author(s):  
Isabel Moura ◽  
Caroline Dominguez ◽  
João Varajão
Keyword(s):  
Information Systems ◽  
Team Performance ◽  
High Performance ◽  
Empirical Studies ◽  
Business Environment ◽  
Project Team ◽  
Project Teams ◽  
Content Type ◽  
Team Members ◽  
Performance Project

Purpose The purpose of this research is twofold: identify and gain a better insight on factors that can influence high performance of Information Systems (IS) project teams from the perspective of IS professionals (i.e. team members and leaders), and thus contribute to the general discussion on high-performance project teams; and offer both IS project team members and their project managers some feedback on how to build and manage teams more constructively and to enhance team performance in today’s demanding business environment. Design/methodology/approach The authors used an exploratory case study of a small-size holding company and a qualitative analysis of the data to address the research questions. Findings Results show a set of perceived factors that can influence high team performance in IS projects. Participants’ perceptions barely coincide. For instance, mutual trust was the only factor suggested as facilitating high team performance by 5 participants (out of 13). Differences may be because of participants’ characteristics (e.g. time on the job). All perceived factors are classified in the literature as nontechnical (i.e. having to do with behavioral and/or socio-organizational matters of project management). Originality/value This paper is among the very few empirical studies consolidating knowledge on high-performance IS project teams (e.g. it is still unclear if there are IS project team-specific factors that influence high performance). For the highly technical IS industry, this study came across human-centric factors transversal to different project teams.

FORMATION OF HUMAN CAPITAL IN THE DIGITAL TRANSFORMATION PARADIGM

2020 ◽  
Vol 2 (5) ◽  
pp. 115-119
Author(s):  
M. V. SAVINA ◽  
◽  
A. A. STEPANOV ◽  
I.A. STEPANOV ◽  
◽  
...  
Keyword(s):  
Human Capital ◽  
Digital Age ◽  
Digital Transformation ◽  
Educational Process ◽  
Knowledge And Skills ◽  
Main Components ◽  
The Impact ◽  
Modern Era

The article highlights the problems of the impact of "digitalization" of society on the formation and transformation of human capital, and above all, the development of new competencies, knowledge and skills. The main components of human capital in the modern era, the features of the formal and informal educational process are clarified and disclosed. The necessity of minimizing the precariat class is proved. The main directions of qualitative improvement of human capital adequate to the challenges of the digital age and globalization are defined.

scholarly journals An evaluation of the implementation of quality improvement (QI) in primary care dentistry: a multi-method approach

2021 ◽  
Vol 10 (2) ◽  
pp. e000839
Author(s):  
Heather Cassie ◽  
Vinay Mistry ◽  
Laura Beaton ◽  
Irene Black ◽  
Janet E Clarkson ◽  
...  
Keyword(s):  
Primary Care ◽  
Quality Improvement ◽  
Case Studies ◽  
Quality Care ◽  
Theoretical Domains Framework ◽  
Team Members ◽  
Knowledge And Skills ◽  
Scottish Government ◽  
The Impact

ObjectivesEnsuring that healthcare is patient-centred, safe and harm free is the cornerstone of the NHS. The Scottish Patient Safety Programme (SPSP) is a national initiative to support the provision of safe, high-quality care. SPSP promotes a coordinated approach to quality improvement (QI) in primary care by providing evidence-based methods, such as the Institute for Healthcare Improvement’s Breakthrough Series Collaborative methodology. These methods are relatively untested within dentistry. The aim of this study was to evaluate the impact to inform the development and implementation of improvement collaboratives as a means for QI in primary care dentistry.DesignA multimethod study underpinned by the Theoretical Domains Framework and the Kirkpatrick model. Quantitative data were collected using baseline and follow-up questionnaires, designed to explore beliefs and behaviours towards improving quality in practice. Qualitative data were gathered using interviews with dental team members and practice-based case studies.ResultsOne hundred and eleven dental team members completed the baseline questionnaire. Follow-up questionnaires were returned by 79 team members. Twelve practices, including two case studies, participated in evaluation interviews. Findings identified positive beliefs and increased knowledge and skills towards QI, as well as increased confidence about using QI methodologies in practice. Barriers included time, poor patient and team engagement, communication and leadership. Facilitators included team working, clear roles, strong leadership, training, peer support and visible benefits. Participants’ knowledge and skills were identified as an area for improvement.ConclusionsFindings demonstrate increased knowledge, skills and confidence in relation to QI methodology and highlight areas for improvement. This is an example of partnership working between the Scottish Government and NHSScotland towards a shared ambition to provide safe care to every patient. More work is required to evaluate the sustainability and transferability of improvement collaboratives as a means for QI in dentistry and wider primary care.

How project managers can encourage and develop positive emotions in project teams

2014 ◽  
Vol 7 (3) ◽  
pp. 449-472 ◽  
Author(s):  
Morten Emil Berg ◽  
Jan Terje Karlsen
Keyword(s):  
Empirical Data ◽  
Positive Emotions ◽  
Project Managers ◽  
Engineering Industry ◽  
Project Teams ◽  
Future Research ◽  
Content Type ◽  
Team Members ◽  
Signature Strengths ◽  
Positive Meaning

Purpose – This study provides insight into how project managers can use leadership tools to encourage and develop positive emotions among the project team members toward greater overall project success. The purpose of this paper is to provide the engineering industry with a closer look at how positive emotions can create good team member relations, reduce stress, develop clearer roles, creativity and joy at the workplace. Design/methodology/approach – The empirical data were obtained using in-depth interviews of three experienced project managers. Findings – The empirical data give insight as to how project managers can use their signature strengths. Additionally, the data also show how they can evolve and draw on positive meaning, positive emotions and positive relations. Various examples of positive meaning, positive emotions, positive relations and signature strengths have been identified and discussed. Research limitations/implications – Future research should apply a more comprehensive research design, for example a survey using a larger sample, so that these findings may be generalized. Practical implications – The paper contributes to portray and analyze positive psychology in a project management setting. Additionally, the paper assists understanding the connections among positive meaning, positive emotions, positive relations and signature strengths by presenting and discussing a model. Originality/value – This research extends current understanding of how project managers use their signature strengths to encourage and develop positive emotions in project teams.

Implementing information systems with project teams using ethnographic–action research

2009 ◽  
Vol 23 (1) ◽  
pp. 57-67 ◽  
Author(s):  
Timo Hartmann ◽  
Martin Fischer ◽  
John Haymaker
Keyword(s):  
Information Systems ◽  
Action Research ◽  
Project Teams

The Effects of Expertise and Social Status on Team Member Influence and the Moderating Roles of Intragroup Conflicts

2017 ◽  
Vol 44 (4) ◽  
pp. 745-776 ◽  
Author(s):  
Woonki Hong ◽  
Lu Zhang ◽  
Kwangwook Gang ◽  
Boreum Choi
Keyword(s):  
Social Status ◽  
Early Stage ◽  
Project Teams ◽  
Team Processes ◽  
Team Members ◽  
Expectation States ◽  
Team Projects ◽  
Expectation States Theory ◽  
Team Project ◽  
Do So

Drawing on expectation states theory and expertise utilization literature, we examine the effects of team members’ actual expertise and social status on the degree of influence they exert over team processes via perceived expertise. We also explore the conditions under which teams rely on perceived expertise versus social status in determining influence relationships in teams. To do so, we present a contingency model in which the salience of expertise and social status depends on the types of intragroup conflicts. Using multiwave survey data from 50 student project teams with 320 members at a large national research institute located in South Korea, we found that both actual expertise and social status had direct and indirect effects on member influence through perceived expertise. Furthermore, perceived expertise at the early stage of team projects is driven by social status, whereas perceived expertise at the later stage of a team project is mainly driven by actual expertise. Finally, we found that members who are being perceived as experts are more influential when task conflict is high or when relationship conflict is low. We discuss the implications of these findings for research and practice.

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