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IT and the Design of Work

IT and the Design of Work. Define telecommuting, electronic immigration, outsourcing Describe the demand for IT workers and how employers are meeting the demand Describe what is meant by virtual workers and discuss the reasons for hiring them

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IT and the Design of Work

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  1. IT and the Design of Work • Define telecommuting, electronic immigration, outsourcing • Describe the demand for IT workers and how employers are meeting the demand • Describe what is meant by virtual workers and discuss the reasons for hiring them • Compare supervision and evaluation using traditional and newer approaches • Discuss the benefits, disadvantages, and issues related to telecommuting • Describe the productivity paradox

  2. Job Design Framework • What tasks will be performed? • How will the work be performed? • Who will do the work? • Where will the work be performed? • How can information systems increase performance, satisfaction and effectiveness of the workers doing the work?

  3. What tasks will be performed? • IT changes the way work is performed • IT changes communication patterns of workers • IT changes the type of information available • The Internet changes many jobs • Work is more team oriented • Informating vs. automating?

  4. How will the work be performed? or

  5. Has IT resulted in more or less jobs overall?

  6. Emerging technologies New applications Global growth WWW Y2K A Growing Demand for IT Workers U.S. Dept of Commerce, 1998

  7. Projected Growth of IT Professionals U.S. Department of Labor, Bureau of Labor Statistics, 11/95

  8. Breakdown of IT Workers2005 U.S. Department of Labor, Bureau of Labor Statistics, 11/95

  9. Needed: 2.2 million in 2005, an average of 95,000 systems analysts, computer programmers and computer engineers per year per year Produced by Information Systems and Computer Science Programs in 1994: 24,553 Limits on H-1B non-immigrants: 115,000 professional workers per year starting Oct.1 (may be exhausted by Jan 2001) Limits on H-1B visa raised to 200,000? Growing global shortage The Numbers Don’t Add Up!

  10. Staffing Training Supervising Evaluating Motivating Retaining Issues Related to IS Personnel

  11. College recruiting of IS/CS majors Raiding other companies Hiring from other disciplines Beefed up training programs mainframers, older workers End-user computing Outsourcing Staffing: Who will do the work?

  12. Purchase of a good or service that was previously provided internally Varying types and extent telecommunications software development operations “the whole ball game” Outsourcing

  13. Foreign outsourcing: electronic immigration India, Russia, Eastern Europe, South Africa, Ireland, East Asia India - 200,00 programmers Outsourced software accounted for 41 percent of India’s software exports Outsourcing companies Temporary/Virtual workers Outsourcing Options

  14. Temporary Workers: Types • Regularly scheduled part-time employees • kept on payroll or on file • hired intermittently or for short periods • largest segment of temporary workforce • Virtual workers: Workers who aren’t employees of organization

  15. Virtual Workers • Consultants or self-employed professionals • Temporary help service firms • Unskilled labor • Highly skilled professionals

  16. Reasons for Hiring Virtual Workers • Provide specific technical skills on temporary basis • Allow workforce expansion during peak periods • Cut costs (no benefits)

  17. Supervising/Evaluating

  18. Rewards: Salaries, Benefits and Perks Extrinsic vs. intrinsic Rewarding desired performance performance metrics must be meaningful harder to define when based on broader view of work Equity inside and out IT organization Motivating/Retaining

  19. What is DxR’s approach to staffing? to training? to supervising and evaluating? to motivating and retaining? DxR

  20. Telecommuting: Where will work be performed? • Definition • Benefits • Costs • Key Technologies • Managerial Issues • Other Issues

  21. Telecommuting - What is it? • Working from a home-based or remote office during normal business hours one (?) or more days a week • How many days before you are a telecommuter? • Do you need a computer to be a telecommuter? • Types: home-based, local telework center • More than 20 million Americans telecommuted in 1998

  22. Why Telecommuting? An Employee’s Perspective • Better balance of work and personal life • Increased schedule flexibility • Reduced stress • Saves commuting time • Greater geographic flexibility • Saves gas and transportation costs (also societal)

  23. Why Telecommuting? The Company’s Perspective • Increases productivity and morale (10-50%) • Demonstrates care, trust and empowerment • Complies with Clean Air Act • Reduces offices space and associated costs (25-75%) • Reduces recruitment and turnover costs (20-40%) • Can be utilized during disasterrecovery

  24. Tab for Telecommuting • Support: $500 one-time fee, $347 annual costs • Network: $203 one-time fee, $1,282 annual costs • Home equipment: $3,522 one-time fee, $494 annual costs • Corporate setup: $237 one-time fee, $35 annual costs • Total: $4,462 one-time fee, $2,158 annual costs • Source: Computerworld, 4/8/96. 100

  25. Telecommuting Managerial Issues • Planning • Organizing • Staffing • Directing • Controlling

  26. Telecommuting - Planning • Costs (who pays): • owning & maintaining hardware • insurance premiums • possible zoning issues • Pilot program • Supervisor training • Selecting qualified employees • self-starters, self-disciplined, flexible • disabled; working mothers • certain jobs

  27. Telecommuting - Directing • Morale of telecommuters • Morale of those left behind • Need for coordination • schedules • planned meetings

  28. Telecommuting - Staffing • Exempt or nonexempt (overtime) • Disabled employee considerations • Independent contractor vs. full-time permanent employee • Worker’s compensation payments

  29. Telecommuting - Control • Monitoring employee activities • (reported productivity increases) • challenges managers (feel they are losing control) • Security of data • password authentication • dedicated leased lines • physically securing equipment • firewalls

  30. Telecommuting - Other Issues • Personal • dual career families working out of home • Perceptions about peace and quiet, value of work • Family • 55% of all mothers with children less than 3 years old now work (US DoC, 1989) • computer addicts • Psychological - stress of taking work home and keeping up

  31. Why the Benefits of IT are Not Achieved? • Lack of knowledge about IT and IT management • Incompatible hardware and software • Inefficiencies in work processes • Incompatible organizational cultures and climates • Continual need to upgrade IT Productivity Paradox

  32. IS Productivity Paradox • Over $1 trillion dollars spent on computer and communication technologies since 1980 • Systematic relationship to financial performance? • People make the difference • Measures may be flawed • service workers • longer hours

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