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Personnel Motivating Software Reengineering
Abstract
In this paper we propose to use certain software projects' types as an additional personnel motivating factor. The personnel is a key factor in a company success, therefore management has to motivated workers, give them sometimes challenging and interesting work. Reengineering projects are providing a good chance for such interesting development since usually contain technological and algorithmic shifts and allow developers to expand their skills. The paper revises software reengineering projects, defines how those can be used to motivate personnel and what key benefits of that process are. Finally two companies' cases are described where the personnel motivating reengineering increased productivity of the development team and saved developers for companies since they decided to stay.
The number of projects' failures is permanently increasing despite of all modern attempts to keep projects under control. Dependable software development has become an important technique to move towards in order to improve the situation. A key success issue on this road is developing personnel into a team of highly professional, loyal and attached to the organisation people. Unfortunately the software industry is a highly technological sector with a shortness of personnel resources in many countries. There are many examples when employees do leave companies despite all common motivating approaches used in the organisation. The paper proposes establishing special, so called motivating, projects to address employees' needs to develop themselves by learning something new that can be challenging for them. At the same time it is important to understand all hidden dangers of running such projects in order to achieve the defined goal since otherwise employees could be rather unmotivated, stressed and even decide to leave the company. Fortunately some fairly simple approaches and methods described in this article allow ensuring success of the motivating projects and let focus on the true goal on the organisation evolution road.
In this article we illustrate and discuss a techno-centric aspect of re-engineering realized on an existent TEL system: the Apprenticeship Electronic Booklet. Although this system has been designed with end-users following a participatory process, the first version had also been found too rigid in regard to the roles management and to the underlying academic structures. In order to improve this TEL system, two approaches of re-engineering have been conducted. The first solution focuses on an internal modification of the system functionalities and parametrization facilities. The second re-engineering work follows a Domain-Specific Modeling approach that led us to propose a graphical editor communicating with the TEL system. This external component aims to provide end-users with a more user-friendly facility to configure booklets. This second work is particularly illustrated and discussed in regard to the promising underlying re-engineering process.
According to recent research, stable dispositional factors may result in considerable consistency in attitudes such as job satisfaction across time and situations. If true, this finding may have important implications. For example, Staw and Ross (1985) argued that "many situational changes such as job redesign… may not affect individuals as intended." Such personnel programs "may be prone to failure because they must contend with attitudinal consistency" (p. 478). The present article has two purposes. First, methodological and conceptual problems with the Staw and Ross assessment of the impact of situational and dispositional factors on job satisfaction are discussed. Second, given Staw and Ross's focus on job redesign, this article examines the impact on job satisfaction of changes in two very different measures of job complexity. Findings indicate that changes in situational factors such as job complexity are important predictors of job satisfaction, consistent with Hackman and Oldham's (1975, 1976) job design model. In contrast, measurement problems preclude accurate assessment of the predictive power of dispositional factors. Contrary to the concern raised by Staw and Ross (1985) and Staw, Bell, and Clausen (1986), it does not appear likely that the success of personnel programs will be significantly constrained by the influence of attitudinal consistency. (PsycINFO Database Record (c) 2012 APA, all rights reserved)
The chronic and slowly progressive nature of chronic obstructive pulmonary disease (COPD) can create difficulties in effective communication between healthcare provider and patient. Such barriers, which include the personal beliefs of both caregiver and patient, need to be understood and addressed if the aims of the consultation are to be met.
Patients with COPD may feel guilty, depressed and angry about their condition. Many patients with COPD are elderly and/or from lower socio-economic groups, both of which pose challenges to the caregiver, as does the stigma the disease carries, which stems from its strong link with smoking.
Humanity, respect and people orientation are vital to good communication with COPD patients. Physicians and nurses should try to avoid patient misunderstanding and uncertainty, involve the patient in decision-making and achieve a shared understanding (concordance), as well as encourage the patient to accept responsibility for the actions agreed. This should improve management decisions made by healthcare professionals and ensure a more satisfied patient. Greater patient satisfaction may improve concordance and so bring about better patient outcomes.
This paper presents an iterative approach to database reengineering, starting from the assumption that for the user organization, the data are the most important asset in a legacy system. The most innovative feature of the proposed approach, in comparison with other rival approaches, is that it can eliminate all the ageing symptoms of the legacy data base. The new database can therefore be readily used to integrate data used by new functions introduced in the legacy software. Moreover, the approach allows all the services offered by modern data base management systems to be exploited. To test the effectiveness of the process described in this paper, it was experimented on a real legacy system; the results reported in the paper confirm its effectiveness. 1.
The first step in dealing with a problem employee for a supervisor is
to ask the question “Is there really a problem employee or does
the problem lie with me?” Examples of this can include a
supervisor who is intimidated by an employee because that person is more
capable. Also a person may seem untouchable since they may be from a
minority or have long seniority with the company. Additional reasons can
include a supervisor who feels sorry for the employee or has a
friendship with that person resulting in that employee being treated
differently and encouraging problem behaviour. Other employees'
behaviour will also be impacted on since they see this different
treatment and may grow to resent it – thus affecting their work
performance.
In this paper we propose an idea of supporting software design for a case of uncertain requirements. We examined sources of requirements' uncertainty and classified those. We described the principles of supporting software design - a design that helps to formulate requirements, to avoid errors and address uncertainty issues if information is missed. Three elements of it are described. Those elements are necessary to make software design to be supporting and avoid dangerous of uncertainty. Two companies cases are reviewed where requirements uncertainty existed. Those companies are quite typical and therefore advices, which we delivered to them, can be used in other companies having the same troubles.
Sumario: I. Personnel and human resource management: concepts and development -- II. Personnel management -- III. Organizational behaviour -- IV. Organization design and effectiveness -- IV. Employee resourcing -- V. Human resource development -- VI. Reward management -- VII. Employee relations -- VIII. Health, safety and welfare -- IX. Employement and personnel administration.
Manage IT as a Business: How to Achieve Alignment and Add Value to the Company
- B P Lientz
- L Larssen