Published on March 1, 2014
WORKPLACE CONTEXT AND ITS EFFECT ON INDIVIDUAL COMPETENCIES AND PERFORMANCE IN A WORK TEAM Mikhail ROZHKOV Chief Supervisor: Prof. C.F. Cheung (ISE) Co-supervisor: Prof. Eric Tsui (ISE) Hong Kong, 2014
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 job performance. 2
Hypotheses • H1. Organizational Culture, Organizational Climate, Team and Manager characteristics significantly influence Employee competencies. • H2. The higher matching between Employees’ characteristics and project (work) context, the higher shown competencies and level of personal and team performance. 3
What is “competency”? Knowledge and skills Personal traits Motivation Competency The observed behavior Figure 2 – What is competency? 4 *adopted from presentation of Gregory Finkelshtein, ECOPSY Consulting
What competency are studied 1. 2. 3. 4. 5. 6. 7. Achievement Orientation Concern of Order and Quality Initiative Information Seeking Innovation Orientation Team Working Team Leadership 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) 6
Work context Organization environment Workplace context Manager Team Person 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). 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. 9
Factor model Organizational Culture Organizational level Manager Skills (Practices) Team level Manager Values Climate Team Values Personal level Employee Values Competencies Employee Performance
Encourage you to participate 1. Questionnaire based survey of a team(-s) – – – – 5 or more people + manager per team Phase 1: 20-25 minutes, Survey on Culture, Climate, Values Phase 2: 20-30 minutes (360 degrees competencies assessment) Potential benefits: recommendations on improving employees’ performance, culture, manager skills 11
Benefits for your company Integrative approach to individual and team performance improvement Understanding of possible “bottle necks” in team performance Recommendations for improving individual/team performance and/or managers’ practices (feedback on study results) 12
Please, email me! Mikhail ROZHKOV PolyU, PhD (FT) E-mail: email@example.com hk.linkedin.com/pub/mikhail-rozhkov/18/491/335/ 13
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