Personalpsychologie im Projektmanagement

Moser, Klaus; Galais, Nathalie; Byler, Anastasia

doi:10.1007/978-3-662-53929-3_6

Cited by 2 publications

(2 citation statements)

References 17 publications

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“…Nevertheless, the research area of psychology has contributed significantly to the understanding of the effects of good leadership in project management. In 2009, researchers Moser, Galais and Byler describe the effects of personnel psychology specifically in project management (Moser, Galais, & Byler, 2018). Their findings lay the foundation for further research.…”

Section: Literature Research On Meaning and Psychologymentioning

confidence: 99%

Performance Incentives To Increase Motivation; Potentials Of Meaningful Activities In Project Management

Zwerenz¹

2020

SEC

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Authors: Dirk Zwerenz, ORCID: https://orcid.org/0000-0001-8677-6050 PhD Candidate, University Kaposvár, Hungary; Head of Major Project Service, German Doka formwork technology GmbH, Maisach, Germany Pages: 95-118 Language: English DOI: https://doi.org/10.21272/sec.4(4).95-118.2020 Download: Views: Downloads: 57 31 Abstract Performance incentives to increase motivation; potentials for meaningful activities in project management, the author will concretize this with meaningful activities in project management. The ideal project leader is described by Mark Twain in his novel “The Adventures of Tom Sawyer” (Twain, 1876) in the episode of Tom Sawyer painting the fence. Tom is able to motivate his friends for the actually boring activity in a way that they are willing to support him voluntarily. Regarding the law of human action discovered by Tom Sawyer, Mark Twain states: “To awaken a person’s desire, all that is needed is to make the object difficult to reach” (Twain, 1876). In 2006 Ariely, Loewenstein and Prelec examined the rules of irrational action described by Twain. They conclude that individuals make decisions based on their intrinsic motivation and sometimes not on “what is reasonable” (Ariely, Loewenstein, & Prelec, 2006). This enthusiasm of a project leader is transformed in this article and is reflected as a component “project brand strength” in the performance assessment of a project leader (Zwerenz, 2019). The author’s experience as a project leader in the implementation of several major projects also takes up this enthusiasm and expands it to include the identification of the project teams with themselves and the aspect of meaningful activities as an incentive in project management. That identification and motivation are on the one hand necessary to enjoy one’s profession seems understandable, on the other hand the boundaries between vocation and exhaustion are quickly crossed. Schmalenbach describes this in the article “Sacrifice of passion” in “DIE ZEIT”, issue 2-2019 with the provocative sentence “If you break down, you are a better person”. Committed project managers develop a very similar passion for “their” project and thus a comparable identification with their profession. The tension between income, recognition and prosperity is discussed. Furthermore, the dependencies of meaningfulness, recognition and income are derived from the literature and presented as factors influencing personal well-being. Finally, this article contributes to the design of a motivating variable remuneration system for project managers and other exposed occupational groups. Keywords: variable compensation, value management, development of individual competences, knowledge management, team management, management of individuals – development, motivation and reward, leadership, management of stakeholders, management of human resources, engineering and construction, research theory on project management.

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Section: Literature Research On Meaning and Psychologymentioning

confidence: 99%

Performance Incentives To Increase Motivation; Potentials Of Meaningful Activities In Project Management

Zwerenz¹

2020

SEC

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“…In 2009, researchers Moser, Calais, and Byler described the effects of personnel psychology specifically in project management. With your statements, you set the foundation for further research (Moser, Galais, & Byler, 2018). In 2018, Kraus & Woschee will describe the areas of project team formation and understanding of common goals in two essays (Kraus & Woschee, 2018b, 2018a.…”

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confidence: 99%

Brand management: organizational changes in project management

Zwerenz¹

2019

MMI

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Motivation in project management is the central factor for the formation of a competent project team, the successful execution of a project. For this, methods of efficient marketing, of internal marketing, are needed. This paper describes the basic problems and possible solutions for the identification of the employees of the matrix organization in a project team. Supported by empirical studies (expert surveys) and extensive literature studies, it is examined which values of the project motivate the employees to become enthusiastic about the project. The paper also examines ways in which a project can be set up in such a way that employees can identify 100 per cent with the project objectives from the outset. In addition, the interaction of social values in the project and the project will be investigated beyond the company. The goal must be that the employees in a project must be inspired for this project to grow together, to form a project team. To the company's knowledge, social responsibility and the definition of identity brand models can contribute ultimately. A project must establish itself as a brand in the company. The project manager to do this must assume the role of ambassador of the brand values of the project within the company and outside to the customer in all consistency. He has to become a marketing manager of his project. In a further step, theoretical models for the description of the brand, describing values and high on the implementation in project management are examined. The role of the project manager as a central figure for organizational change remains at the centre of the research. We are looking for tools and methods with which a project manager can inspire his team members for the project in such a way that their motivation leads them to top performance. Similar to the buying behaviour of brand customers, who are prepared to pay considerably more for brand products than for technically comparable products without strong brand loyalty, it is argued that employees of a respected and fascinating project are prepared to do more than for a boring project without a brand. The aim is to establish the project members as part of a group in which they are highly motivated to pursue their tasks, outgrow their possibilities and abilities and give everything for the success of the project. The identification of people to a closed group (to a project or a trademark) can have a very positive effect on the individual employee but also on the whole group. However, with a high group motivation within a company, within a matrix organization, it must not lead to limited resources being used in the company for only one project. Other projects running simultaneously must not be disadvantaged by this. The aim of research on motivation in project teams is to explore the basis for an individual and measurable measure of the personal performance of a project manager. Finally, the article gives recommendations for further research on measurement methods of project success, the measurement of the brand strength...

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Personalpsychologie im Projektmanagement

Cited by 2 publications

References 17 publications

Performance Incentives To Increase Motivation; Potentials Of Meaningful Activities In Project Management

Performance Incentives To Increase Motivation; Potentials Of Meaningful Activities In Project Management

Brand management: organizational changes in project management

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