Die Partizipative Innovationsgruppe im Praxistest

In dem vorliegenden Beitrag werden die Grundzüge der Partizipativen Innovationsgruppe sowie die ersten Umsetzungserfahrungen mit diesem Konzept vorgestellt. Mit der Einführung und Etablierung dieser Arbeitsgruppen werden im praktischen Arbeitsalltag gezielt Freiräume und Motivierungspotenziale für Innovationen geschaffen. In unserem Praxisbeispiel beschäftigte sich die Gruppe mit der Problemidentifikation, Ideengenerierung sowie der Umsetzung einer Prozessinnovation an der Schnittstelle zwischen (internen) Kunden und technischen Dienstleistern. Erste Ergebnisse sprechen für einen positiven Effekt der Arbeit dieser Pilotgruppe bezüglich einer innovationsförderlichen Unternehmenskultur im Arbeitsalltag

Goal setting via videoconference

In two experiments (N = 126, N = 120) telework in an advertising company was simulated. Participants communicated either face-to-face or via a PC-videoconference with a supervisor who motivated employees to solve brainstorming tasks using several goal setting strategies. In addition, communication with the supervisor prior to goal setting was manipulated to examine the impact of a personal meeting with the supervisor and to investigate the effect of having some prior experience with this technology. In both experiments, stimulating challenging goals improved performance compared to "do your best" instructions when goal setting was conducted via a videoconference. Moreover, it was found that participative goal setting was more effective than directive goal setting. However, a prior personal meeting with a supervisor or an additional interaction via videoconference prior to goal setting had no impact on performance or the effectiveness of goal setting. In sum, these findings indicate that goal setting effects are robust and can be found even if communication is based on a videoconference. When difficult goals have to be set within a videoconference, participative goal setting strategies are most effective

VIE functions, self-set goals and performance: an experiment

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