9,570 research outputs found
Improving the performance of student teams in project-based learning with Scrum
The purpose of this paper is to analyze the effectiveness of Scrum for project and team management in PBL teams in higher education. To attain this goal, a study was carried out to analyze students’ perceptions about Scrum as an effective method for PBL teams. Based on two different editions of PBL that used the Scrum method with different characteristics in each approach, this paper aims to identify the best practices for effective team and project management and draw recommendations for successful use of scrum in PBL approaches. The authors used an exploratory case study carried out within an engineering program at the University of Minho, Portugal. The research design was based on an explorative quantitative and qualitative approach. Implementing Scrum in PBL teams helps students to keep the project running smoothly and draws greater awareness on how to manage the project and teams in a more effective way. Findings show that task assignment, performance monitoring, visual management and regular feedback were considered the main advantages of using Scrum in PBL teams, which had a positive impact on student performance. However, for the success of Scrum, students recognize the role of the Scrum Master and Project Owner as vital to guide the teams in a sustainable way. Research on the application of Scrum in Education is scarce and mostly exploratory. This paper is among the very few empirical studies consolidating knowledge on the implementation of Scrum approaches to improve learning in higher education. More specifically, it brings a valuable contribution on how to improve specifically team performance in PBL teams with the use of agile approaches such as Scrum
Creative Industries’ Network of Entrepreneurs Lessons learned from the offering of an Acceleration Program in Portugal, Spain and Greece, to foster entrepreneurship in CCIs
The Creative Industries Network of Entrepreneurs (CINet) is a research project in innovation and creative entrepreneurship being implemented, within the Lifelong Learning Programme, Leonardo da Vinci, of the European Commission. The CINet project aims at improving business skills for creative entrepreneurs and enhancing the potential for business creation in the creative industries in three Southern European countries (Greece, Portugal, and Spain). To achieve its objectives, CINet brings together six partners (Universidade Aberta, the University of Piraeus, the Open University of Catalonia, UKWON, MediaDeals, and DNA Cascais), with expertise in entrepreneurship research and education provision for potential entrepreneurs. The course was offered in a pilot fashion, during the April – June 2015 period, and aimed to help and provide support to would-be entrepreneurs who desire to start-up in the creative sector (including arts and crafts, architecture, gastronomy, leisure, videogames, advertising, press and media, film and audiovisual activities, public relations and publishing industry, among others).
After a period of conception, development and testing, this acceleration program was offered in Portugal, Spain and Greece in three different modalities: face-to-face in Greece; bLearning in Portugal; and eLearning in Spain.info:eu-repo/semantics/publishedVersio
Human resource management, Lean processes and outcomes for employees: towards a research agenda
Lean management or lean thinking is a process improvement technique that along with Six Sigma is used in an increasing range of workplaces. This special issue focuses on the use of Lean in developed countries. This increased usage reflects a growing propensity for managers to launch initiatives to upgrade the efficiency and productivity of the enterprises that they manage, usually in an attempt to enhance the cost- effectiveness of operations. This special issue of the IJHRM includes eight articles in addition to this one on various aspects of the connections between lean management, human resource management (HRM) and outcomes for employees. The present article reviews the context for the increasing popularity of lean ideas among managers. Drawing on research in a range of countries, the articles in the special issue provide interesting insights into the relationships between process improvement innovations and HRM, as well as raise further important questions for research, which enable us to suggest an agenda for future research. This includes asking: what are the differences in the ways that Lean is implemented, for example the differences that may reflect industry, regional and national variables
The fragility of functional work systems in steel
The I/N case offers insight into the interrelationship between work systems, living standards and performance. It demonstrates that a high road approach and functional work systems positively impact stakeholders’ lives, improve production efficiency and benefit the local and macro-level economies and societies in which they are embedded. It also shows that such work systems can be implemented in contexts with a history of adversarial labor-management relations. However, broader external forces can conspire to make it very difficult for firms to sustain functional work systems despite initial successes in specific contexts. Financial markets in particular make long term commitment to stakeholder groups other than shareholders (i.e. employees, suppliers and communities) conditional on profit maximization and share price appreciation. Yet the logic of profit maximization for the benefit of shareholders leads to short termist decisions that undermine the very commitments that were so necessary for creating a new work system: security is threatened, training is put on the back burner; trust is irreparably undermined. Indeed, because of the inherent contradiction between strategic approaches to maximizing stock market and long term product market success, these high road systems are fragile in national frameworks that subject them to low road pressures without a forum for resolving the difficulties that arise from opposing market pressures and responses
Beyond Lean and the Working Environment
Lean Production System (LPS) has become very popular among manufacturing industries, services and large commercial areas over the years due to its production increase abilities. However, LPS practices can have both negative and positive impacts in worker’s psychosocial factors like motivation, satisfaction and commitment and physical and psychological health factor like musculoskeletal disorders (MSD) and stress.
Since LPS is a very broad term, there is no simple relation between LPS implementation and its consequences over work environment and workers. Therefore, it is necessary to study the different factors that can affect the work environment in each case. A wide variety of LPS practices can have negative and positive impacts on workers. Furthermore, the effects of lean may also depend on the sector and country in which it is implemented. There are no studies in the literature that cover all these effects and analyse them together with the involved environment. In this study, articles were collected in scientific publications in the last 26 years and analysed.
Results show that Just-in-Time (JIT) practices are strongly related with negative effects in MSDs and stress caused by intensification of work and increase of control over workers. However, JIT practices such as manufacturing cells can increase job enrichment trough multi-skilling.
Respect for people practices can act as buffers to lean practices. Job rotation reduces human effort and work pace trough the increase of recovery time. Workgroups create job support acting as buffers to psychosocial factors. Results show a majority of negative effects in the automotive sector and in countries such as Canada, USA and UK. Scandinavian countries have implemented hybrid forms of Lean which are related to an increase in effects such as motivation and job satisfaction. However, the overall analysis is that the effects of lean on workers depend more on the way companies manage and implement it rather than the countries cultural factors.
This study can be useful for managers and leaders who seek to transform traditional enterprises into exemplars of lean success, showing the need to balance lean and good working conditions
Work Organisation and Innovation
[Excerpt] Innovations in work organisation have the potential to optimise production processes in companies and improve employees’ overall experience of work. This report explores the links between innovations in work organisation – under the broader label of high performance work practices (HPWPs) – and the potential benefits for both employees and organisations. It draws on empirical evidence from case studies carried out in 13 Member States of the European Union where workplace innovations have resulted in positive outcomes
Teams between Neo-Taylorism and Anti-Taylorism
The concept of teamworking is the product of two distinct
developments. One: a neo-
Tayloristic form of organization of work, of which Toyota has shown
that it can be very profitable, was
packaged and reframed to make it acceptable to the Western public.
Two: anti-Tayloristic ways of
organizing work, inspired by ideals of organizational democracy,
were relabeled to make these
acceptable to profit-oriented managers.
Drawing on empirical research in Scandinavia, Germany, The
Netherlands and the UK, as
well as on published case studies of Japanese companies, the paper
develops a neo-Tayloristic and an
anti-Tayloristic model of teamworking.
Key concerns in the teamworking literature are intensification of
work and the use of shop
floor autonomy as a cosmetic or manipulative device. Indeed, all the
features of neo-Tayloristic
teamworking are geared towards the intensification of work. However,
one of the intensification
mechanisms, the removal of Tayloristic rigidities in the division of
labor, applies to anti-Tayloristic
teamworking as well. This poses a dilemma for employee
representatives. In terms of autonomy, on the
other hand, the difference between neo-Tayloristic and
anti-Tayloristic teamworking is real.
In anti-Tayloristic teamworking, there is no supervisor inside the
team. The function of
spokesperson rotates. All team members can participate in
decision-making. Standardization is not
relentlessly pursued; management accepts some measure of worker
control. There is a tendency to
alleviate technical discipline, e.g. to find alternatives for the
assembly line. Buffers are used.
Remuneration is based on proven skill level; there are no group
bonuses.
In contrast, in neo-Tayloristic teamworking, a permanent supervisor
is present in the team as
team leader. At most, only the team leader can participate in
decision-making. Standardization is
relentlessly pursued. Management prerogatives are nearly unlimited.
Job designers treat technical
discipline, e.g. short-cycled work on the assembly line, as
unproblematic. There are no buffers. A
substantial part of wages consists of individual bonuses based on
assessments by supervisors on how
deeply workers cooperate in the system. Group bonuses are also
given.
The instability and vulnerability of anti-Tayloristic teamworking
imply that it can only
develop and flourish when managers and employee representatives put
determined effort into it. The
opportunity structure for this contains both economic and political
elements. In mass production, the
economic success of Toyota, through skillful mediation by management
gurus, makes the opportunity
structure for anti-Tayloristic teamworking relatively unfavorable
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