Performance Improvement on IT-Projects Management Workers - Dissertation Example

?PERFORMANCE MPROVEMENT ON IT PROJECT MANAGEMENT WORKERS of Abstract A case study of China’s C Information Technologies Ltd is used within this study which is aimed at determining performance improvement within the company’s IT project management staff. The study also employed secondary research methodology and qualitative and quantitative research designs. Through a secondary research methodology, data and information was obtained in relation to the research questions and objectives. The behavior or characteristics of employees within IT project teams and their impact on C Information Technologies Ltd.’s performance are analyzed and discussed within the dissertation. Moreover, Maslow’s motivational theory is used in understanding the motivation for improved performance within C Information Technologies Ltd. More importantly, the evaluation and discussion of factors affecting the performance of individuals and the strategies used by companies to improve performance are analysed and discussed within the paper. Introduction and Background The human resource function of contemporary organizations has revealed an increased focus on performance management for IT employees. Wikina (2008, p. 19) explains that this is attributed to the increased competitiveness within various markets and the changes in work activities which emanate from the advancement of information and communication technology. Performance management involves employee evaluation within the IT department which acts as a guideline for the needs of employees for skills, knowledge and abilities that will allow them to improve their productivity and performance at the work place (Gheorghe & Hack, 2007, p. 17). China is a very competitive and rapidly growing economy especially within the IT sector. In addition, companies operating in China have experienced tremendous changes in the recent past which are related to the changing business environment and the demand for IT expertise. It is because of these challenges that most organizations and companies within China have demonstrated an increased regard for performance improvement for IT staff through employee development and training. This paper presents a report on the investigation on performance improvement among IT project management workers within C Information Technologies Ltd. The Chinese company acts as a case study for this investigation which is aimed at achieving a deeper understanding of the process of performance management as it is applicable within this company. More specifically, the study will achieve an analysis and evaluation of the characteristics of the company’s IT staff such as skills and attitudes towards work. This analysis will be conjugated with a study on the various factors which affect the performance of the C Information Technologies Ltd.’s IT staff with a view of determining the need for improvement. Furthermore the paper explores past literature on the topic to analyse and discuss the factors affecting performance management and the best strategies of improving the performance of the IT project workers within the IT industry. More significantly though is the fact that this study applies scientific methodology approach in meeting the following research questions and objectives. Objectives of the Study 1. To explore upon the theoretical framework on incentives and motivation of IT project staff which contributes to improved performance 2. To find out the important factors which affect job performance of IT project staff 3. To determine the most effective techniques and strategies in performance management which will improve the performance of IT project staff within C Information Technologies Ltd. Research Questions 1. What are the performance characteristics of IT project staff within C Information Technologies Ltd? 2. What theoretical framework describes the motivations and incentives behind the level of performance among the c C Information Technologies Ltd.’s IT project staff? 3. Which factors influence the level of performance among IT project staff? 4. Which strategies has C Information Technologies Ltd employed as a way of improving the performance of its IT project staff? Supporting Literature Martin (2008, p. 31) points out that through its policies on technology, China has demonstrated increasing determination to promote innovation within its IT industry. This is related to the recent developments in information and communication technology and its application in almost all sectors of world economies. More importantly is the role of technology in fostering connectivity and communication within the economy which has led to emergency of many new industries in the Chinese market. This situation has caused increase competitiveness for highly skilled, talented, innovative, creative and therefore effectively performing workforce (Piskurich, 2008, p. 7). Researchers on human resource development argue that the IT industry is characterized by the need to improve the performance of its IT project staff as the top agenda (Wikina, 2008, p. 22). Previous research also aggresses that the factors which affect the performance of employees must be taken into consideration in their evaluation and setting strategies for improvement (Gheorghe & Hack, 2007, p. 18). The motivational theory is described by researchers as the best incentive for improving the performance of employees within a company. On the other hand Marquardt, Smith & Brooks (2007, p. 23) argues that the motivational theory was proposed at a time when organizational change was less significant and as a result its application in the modern workplace for employee improvement and development should be evaluated. However, proponents of the motivational theory argue that for employees to achieve a higher performance, they have to be motivated through various incentives such as compensation work benefits and bonuses (Martin, 2008, p. 38). Furthermore a health and safe working environment is said to be one of the major motivations and incentives for improving the performance of employees. Marquardt, Smith & Brooks (2007, p. 25) emphasizes that performance is a product of motivation and ability. This means that even if employees are skilled and talented, it takes a motivating work environment to achieve high performance. Leadership theories and approaches such as transformational leadership have also been correlated to high performance within organizations by past research (Gheorghe & Hack, 2007, p. 19). Good leadership is argued to contribute significantly to high performance among employees. This is attributed to the employee motivation which is achieved through proper leadership and management. According to Wikina (2008, p. 25), the standards of management within an organization play a leading role in determining the level at which employees within an IT project perform. This is due to the role of managers in coordinating a project team to ensure that they work towards achieving of a common goal. Research on the roles of managers in promoting team work reflects that the leadership approach and trait determines the effectiveness of communication and interaction of project team members and therefore the level of their performance (Piskurich, 2008, p. 7). Therefore highly performing IT project teams are achieved through the practice of high managerial standards within C Information Technologies Ltd. Marquardt, Smith & Brooks (2007, p. 26) argues that employee incentives are the most appropriate strategy or approach through which companies promote higher performance among members of project teams. This is attributed to the role of incentives in motivating employees to be more productive and creative in their work environment which leads to an overall increase in organizational performance. Piskurich (2008, p. 6) says that employee evaluation an important aspect in performance improvement within a company. This is because the needs for improvement of skills and knowledge are determined through employee evaluation. Martin (2008, p. 30) adds that employee evaluation should be interactive to allow managers to give feedback to employees on the level of their performance and as a result pave way for improvements. Researchers agree that employee evaluation is significantly important in project teams. This is because every member of the team must be evaluated in relation to the suitability of their skills and knowledge for effectiveness in meeting their roles within the project activities. On the other hand, the commitment of a company to the needs of employees is argued to be the most significant driver for improvement in performance (Marquardt, Smith & Brooks, 2007, p. 24). This commitment is reflected by the ability of C Information Technologies Ltd to provide its workforce with competitive compensation packages and employee benefits. The commitment of a company to its IT staff within various projects is necessary for companies within the IT industry because of the competiveness for IT staff within the labor market (Wikina, 2008, p. 23). Research Methodology The study employs a scientific research methodology approach in investigating the improvement of performance among IP project employees of C Information Technologies Ltd. The methods of research that were selected for this study were based on their appropriateness, efficiency and effectiveness in meeting the following research objectives. 1. To explore upon the theoretical framework on incentives and motivation of IT project staff which contributes to improved performance 2. To find out the important factors which affect job performance of IT project staff 3. To determine the most effective techniques and strategies in performance management which will improve the performance of project staff within C Information Technologies Ltd. Research Method Secondary research methodology was employed during the study. Through secondary research method, secondary data is gathered from the vast information sources within online databases and manual libraries for analysis and interpretation (Kothari, 2005, p. 102). The use of secondary data was also motivated by the easily accessible secondary sources of data and information on the topic under investigation. Kumar (2005, p. 86) explains that secondary study methodology is an effective and efficient approach to a scientific inquiry because it is easy to conduct, timely and less costly. The application of the secondary research approach in the investigation was therefore motivated by the need to cater for the limitations in time and resources in the research. Research Design Both qualitative and quantitative designs to research were employed during the investigation. Qualitative research design is described as an appropriate approach in gaining sufficient and detailed and data on social meanings of information and situations and the related implications on an individual. This demonstrates the advantages of qualitative research design in investigating the social aspects of IT project workers such as their interaction, motivation, communication and coordination and how they affect their performance on the project. In addition, the qualitative research approach enables the investigator to gather non-quantifiable data on the research area for analysis and interpretation of meaning. Kothari (2005, p. 118) points out that quantitative research design are effective in gathering statistical or quantifiable data on a specific area of study. It is therefore through the quantitative research design that statistical data such as financial performance measures was obtained on C Information Technologies Ltd and used to derive meaning on performance management. Case Study A case study of a Chinese company: C Information Technologies Ltd was employed during the investigation. Wisdom, Cavaleri, Onwuegbuzie & Green (2012, p. 721) describe a case study as an approach to research which allows the investigator to achieve an in-depth study or investigation of a single case or participant. It is therefore through the case study the investigation was able to study the factors, motivations, theories and strategies of performance improvement in depth. Kumar (2005, p. 138) adds that a case study design allows researchers to gather sufficient descriptive data on a particular case which leads to a more detailed research. More importantly, a case study design is said to be an ideal study method because it sets ground for future studies and investigation on the topic. The case of C Information Technologies Ltd within the research therefore opens more hypotheses upon which future researchers on performance improvement within IT project management workers would be based. Data Collection The collection of the secondary data employed search strategies such as Boolean search to acquire data from online sources. This search strategy was effectively achieved through the use of key words in narrowing the search for data into the areas of performance management among managers of IT projects. The online tools used in the collection of data include search engines such as Google and Yahoo. The tools of data collection were therefore the search strategies for secondary data on the topic. These tools were used to gather data from online databases and libraries such as EBSCO and Proquest. The gathered data was then presented for analysis, interpretation and presentation in form of discussions and conclusions. Data Analysis and Presentation The gathered data was analysed through both qualitative and quantitative data analyses for non-quantifiable and statistical data respectively. The qualitative data was coded into clusters and categories for ease of interpretation and analysis. Comparative analysis was also employed in the study. This was aimed at comparing past research on performance management and analyse their relevance in understating the improvement of performance within IT management workers of C Information Technologies Ltd. The analysed data was presented in graphical and tabular formats. This is attributed to the fact that tables allows large amount of data to be depicted on a single table. Graphs also allow investigators to present data in an understandable manner (Kothari, 2005, p. 110). Discussion of Findings Inputs Characterizing Employee Performanc Figure 1 below represents the characteristic inputs which determine the performance of employees within an organization and the consequent outcomes. Within an IT project management, individual inputs determine the level of performance which is achieved. In light of the research findings, it is evident that the characteristics of employee performance can be measured through the inputs such as time, effort, experience, education, knowledge and work behaviors which they provide the organizations (Wisdom, Cavaleri, Onwuegbuzie & Green, 2012, p. 729). Therefore the level of performance among IT project management staff of C Information Technologies Ltd is determined by the inputs which these employees provide in their work activities. These inputs are attributed to the efficiency which is achieved in IT project activities, the effectiveness and ability of the IT management staff to achieve the objectives of C Information Technologies Ltd. The management team within C Information Technologies Ltd IT projects will experience benefits which depend on their inputs in work activities. These benefits represent the outcomes of high performance and include employee benefits, good pay, job satisfaction, job security and rewards. Figure 1: Inputs characterizing employee performance Employee Behavior and Performance The behavior of employees during work activities significantly determine the level of performance which is achieved within the organization as represented on Figure 2 below. In performance management, employee behavior is correlated to their skills, abilities, needs and traits which determine the results which emanate from their work activities (Gheorghe & Hack, 2007, p. 17). Therefore the behavior of IT project management staff within C Information Technologies Ltd determines the results of their work which is a direct measure of individual and organizational performance. Knowledge on information technology for example allows the management IT staff within C Information Technologies Ltd.’s IT projects to effectively perform tasks which leads to increased sales. In addition, ability of the IT management staff to coordinate allows identification and reporting of problems which leads to overall quality of the products of the project. More importantly is the creativity within the IT project management staff which allows them to provide high quality IT products and services for the C Information Technologies Ltd.’s customers. Figure 2: Characteristic Employee Behavior and Performance Theories of Motivation in Employee Performance The mostly applied theory in performance improvement is the motivation theory (Fluss, 2008, p. 36). The needs and cognitive approaches are the main categories of the motivational theory into which various scholars have contributed on how motivation leads to performance improvement. Within C Information Technologies Ltd, the satisfaction of the needs of the management team within IT projects determines the level of their performance. Maslow’s theory of motivation can specifically be used to understand how the performance within It project groups in C Information Technologies Ltd is understood through a theoretical framework. The physiological needs fall within the lowest level of Maslow’s hierarchy of needs. Maslow’s motivational theory postulates that these needs must be provided by an organization to its employees as an appropriate way of motivating their performance. The IT project management staff within C Information Technologies Ltd are therefore motivated by the compensation that they acquire from C Information Technologies Ltd which allows them to meet their physiological needs. More importantly are the safety and social needs which fall within the second and third level of Maslow’s hierarchy respectively. Therefore the IT management team within C Information Technologies Ltd must have job security so that they would be motivated more for improved performance. Additionally, the social needs must be met within the IT project management team which will allow the employees to effectively interact, communicate and coordinate so that their work environment would be sociable and motivating. NEED APPROACHES COGNITIVE APPROACHES Maslow’s Hierarchy of Needs Alderfer’s ERG Theory Herzberg’s Two Factor Theory McClelland’s Learned Needs Theory Expectancy Theory Equity Theory/ Social Comparison Goal Setting Theory Table 1: Motivational Theory in Employee Performance Strategies of Improving Performance There are various strategies which companies employ to improve the performance of their employees. These strategies are listed below. Training and development is specifically an effective strategy which Strategies of improving performance which C Information Technologies Ltd employs within its IT project management team. The employees within IT projects are developed through training on IT skills which allows them to employ creativity in IT management and as a result productively led to an increased individual and organizational performance. Employee development and training is argued to be the most effective approach achieving improved performance. This is particularly necessitated by changes such a new technology into which the employees must adopt and apply in achieving business goals and objectives. 1. Reinforcement 2. Rewards 3. Modelling 4. Coaching 5. Training 6. Development Factors Affecting Performance Several factors affect the level of performance which is attained by the members of project teams of an organization. These factors are categorized into employee and organizational factors of performance as illustrated on Table 2 below (Gheorghe & Hack, 2007, p. 19). It is therefore evident that the performance of IT project management employees within C Information Technologies Ltd is determined by their commitment to the company, skills, knowledge, motivation, attitudes and lack of absenteeism. In addition, factors within C Information Technologies Ltd such as leadership, work procedures, technological systems, job design, rewards and employee empowerment determine their level of performance. Martin (2008, p. 35) points out that the factors which affect the performance of workers must be evaluated in order to determine employee needs so that they would be met as subsequently improve their performance. RELATING TO EMPLOYEES RELATING TO ORGANIZATION Commitment to the organization Personality Employee selection Skills Attitudes Knowledge Ability Motivation Being there (not absent) Energy level Leadership Systems and procedures Structures and working units Employee empowerment Enabling support Job design Opportunity to perform Rewards/compensation (pay, benefits, bonuses) Table 2: Factors Affecting Performance Conclusion The level of performance among IT project management staff of C Information Technologies Ltd is determined by the inputs which these employees provide in their work activities. Inputs such as knowledge, skills, time and effort are attributed to the efficiency which is achieved in IT project activities, the effectiveness and ability of the IT management staff to achieve the objectives of the company. The behavior of IT project management workers within C Information Technologies Ltd. such as solving problems, performing tasks and communicating determine their outputs and organizational performance in general. Maslow’s motivational theory can be used as the most appropriate theoretical framework in understanding the motivation behind the performance of workers within C Information Technologies Ltd.’s IT project management team. More importantly the evaluation of employee needs will allow the company to employ strategies such as training and employee development to achieve higher performance. This can be achieved through a thorough understanding of employee and organizational factors which affect performance. References Fluss, D. 2008, Performance Management Requires Process Improvement, Medford, United States, Medford. Gheorghe, C. & Hack, J. 2007, "Unified Performance Management: How One Company Can Tame Its Many Processes", Business Performance Management Magazine, vol. 5, no. 4, pp. 17-19. Kothari, C. R., 2005, “Research methodology: methods & techniques”, New Delhi, New Age International (P) Ltd. Kumar, R., 2005, “Research methodology: a step-by-step guide for beginners”, London [u.a.], SAGE. Marquardt, M., Smith, K. & Brooks, J.L. 2007, "Integrated Performance Improvement: Managing Change across Process, Technology, and Culture", Performance Improvement, vol. 43, no. 10, pp. 23-26. Martin, F. 2008, "A Performance Technologist's Approach to Process Performance Improvement", Performance Improvement, vol. 47, no. 2, pp. 30-40. Piskurich, G.M. 2008, "The Congruency between Performance Improvement and Performance Management", Performance Improvement, vol. 45, no. 8, pp. 5-7. Wikina, S.B. 2008, "Effective Performance Improvement and Management Strategies for the Information Technology Industry", Performance Improvement, vol. 47, no. 9, pp. 19-25. Wisdom, J, Cavaleri, M, Onwuegbuzie, A, & Green, C 2012, 'Methodological Reporting in Qualitative, Quantitative, and Mixed Methods Health Services Research Articles', Health Services Research, 47, 2, pp. 721-745 Read More