IT and the Design of Work zDefine telecommuting, electronic immigration, outsourcing zDescribe the...
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Transcript of IT and the Design of Work zDefine telecommuting, electronic immigration, outsourcing zDescribe the...
IT and the Design of Work Define telecommuting, electronic immigration,
outsourcingDescribe the demand for IT workers and how
employers are meeting the demandDescribe what is meant by virtual workers and
discuss the reasons for hiring themCompare supervision and evaluation using
traditional and newer approachesDiscuss the benefits, disadvantages, and issues
related to telecommutingDescribe the productivity paradox
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?
What tasks will be performed?
IT changes the way work is performedIT changes communication patterns of
workersIT changes the type of information
availableThe Internet changes many jobsWork is more team oriented Informating vs. automating?
U.S. Dept of Commerce, 1998
A Growing Demand for IT Workers
Emerging technologies
New applications
Global growthWWWY2K
U.S. Department of Labor, Bureau of Labor Statistics, 11/95
Projected Growth of IT Professionals
0
500000
1000000
1500000
2000000
2500000
1994 2005
ComputerEngineers
ComputerProgrammers
SystemsAnalysts
U.S. Department of Labor, Bureau of Labor Statistics, 11/95
Breakdown of IT Workers2005
820,000
227,000
1,137,000
New
Replacements
Retained
The Numbers Don’t Add Up!
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
Staffing: Who will do the work?
College recruiting of IS/CS majorsRaiding other companiesHiring from other disciplinesBeefed up training programs
mainframers, older workersEnd-user computingOutsourcing
Outsourcing
Purchase of a good or service that was previously provided internally
Varying types and extent telecommunications software development operations “the whole ball game”
Outsourcing Options
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 exportsOutsourcing companiesTemporary/Virtual workers
Temporary Workers: TypesRegularly 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
Virtual Workers
Consultants or self-employed professionals
Temporary help service firms Unskilled labor Highly skilled professionals
Reasons for Hiring Virtual Workers
Provide specific technical skills on temporary basis
Allow workforce expansion during peak periods
Cut costs (no benefits)
Supervising/Evaluating
Supervising Evaluating
Traditional Informal Focus onprocessthrough directObservation
Newer Electronic orassessed bydeliverable
Focus onoutput bydeliverable
Motivating/Retaining
Rewards: Salaries, Benefits and Perks Extrinsic vs. intrinsic Rewarding desired performance
performance metrics must be meaningfulharder to define when based on broader
view of work
Equity inside and out IT organization
DxR
What is DxR’s approach to staffing? to training? to supervising and evaluating? to motivating and retaining?
Telecommuting: Where will work be performed?
DefinitionBenefitsCostsKey TechnologiesManagerial IssuesOther Issues
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 centerMore than 20 million Americans
telecommuted in 1998
Why Telecommuting? An Employee’s Perspective
Better balance of work and personal life
Increased schedule flexibilityReduced stressSaves commuting timeGreater geographic flexibilitySaves gas and transportation costs
(also societal)
Why Telecommuting? The Company’s PerspectiveIncreases productivity and morale (10-50%)Demonstrates care, trust and
empowermentComplies with Clean Air Act Reduces offices space and associated costs
(25-75%)Reduces recruitment and turnover costs
(20-40%)Can be utilized during disaster recovery
Tab for TelecommutingSupport: $500 one-time fee, $347 annual costsNetwork: $203 one-time fee, $1,282 annual
costsHome equipment: $3,522 one-time fee, $494
annual costsCorporate setup: $237 one-time fee, $35
annual costsTotal: $4,462 one-time fee, $2,158 annual costs
– Source: Computerworld, 4/8/96. 100
Telecommuting - Planning
Costs (who pays): owning & maintaining hardware insurance premiums possible zoning issues
Pilot programSupervisor trainingSelecting qualified employees
self-starters, self-disciplined, flexible disabled; working mothers certain jobs
Telecommuting - Directing
Morale of telecommutersMorale of those left behindNeed for coordination
schedules planned meetings
Telecommuting - Staffing
Exempt or nonexempt (overtime)Disabled employee considerationsIndependent contractor vs. full-time
permanent employeeWorker’s compensation payments
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
Telecommuting - Other IssuesPersonal
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
Why the Benefits of IT are Not Achieved?
Lack of knowledge about IT and IT management
Incompatible hardware and softwareInefficiencies in work processesIncompatible organizational cultures
and climatesContinual need to upgrade
IT Productivity Paradox