New Work und psychische Gesundheit

Schermuly, Carsten C.; Koch, Jan

doi:10.1007/978-3-662-59044-7_9

Cited by 14 publications

(9 citation statements)

References 24 publications

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“…Whereas most research has been conducted on the individual and organizational level of agility, the core application of agile methodologies remains at the project level. This paper, therefore, focuses on agile project management based on the central principles identified by Fernandez and Fernandez (2009), Dybå et al (2014), and the definition put forth by Schermuly and Koch (2019): (1) Autonomy: The project team has a high degree of self-organization and decision-making powers. (2) Equality: All team members work together on an equal footing.…”

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confidence: 99%

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Who is attracted and why? How agile project management influences employee's attraction and commitment

Koch

Schermuly

2020

IJMPB

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PurposeIn times of market volatility and uncertainty, finding effective strategies to attract and retain individuals continues to be a challenge for organizations. Based on the psychological empowerment process (Spreitzer, 1996), this paper strives to examine if the application of agile project management could serve as such a strategy.Design/methodology/approachIn two independent studies, the authors used an experiment with students as potential applicants (N = 121) and a field study with employees (N = 229) to test the predictive quality of agile project management for attracting individuals toward the organization.FindingsUsing structural equation modeling, the authors identified an indirect relationship between agile project management and attraction toward the organization via psychological empowerment. The authors found this relationship for potential applicants as well as employees. Furthermore, individuals high in sensation seeking are found to be more attracted toward organizations that apply agile project management than individuals low in sensation seeking.Research limitations/implicationsThe findings contribute to the empowerment literature by establishing agile project management as a work structure that fosters feelings of psychological empowerment.Practical implicationsTaken together, these results suggest that agile project management can attract individuals who seek novel, complex and intense sensations. Where applicable, organizations may highlight their practice of agile project management methodologies as part of their employer brand to attract future specialists for agile projects.Originality/valueThis paper is the first to integrate the research streams on agile project management and attraction toward the organization using quantitative data.

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confidence: 99%

“…(2) Equality: All team members work together on an equal footing. (3) Iterative delivery: There are no rigid objectives at the beginning of the project; partial objectives are regularly defined and evaluated at short project intervals (i.e., iterations) while customer feedback is integrated (Schermuly and Koch, 2019).…”

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confidence: 99%

Who is attracted and why? How agile project management influences employee's attraction and commitment

Koch

Schermuly

2020

IJMPB

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“…Instruments to measure agility, in general, and agile project management, in particular, are scarce. We chose Tuomivaara and colleagues’ (2017) questionnaire for the following three reasons: (1) the scale captures the three metaprinciples (autonomy, equality, and iterative delivery—Schermuly & Koch, 2019) of agile projects best; (2) it measures the extent of agile project management in a broad sense and, thus, can be used independently of the agile practice being adopted (e.g., Scrum, Kanban); and (3) it has already been applied in the context of employee health and, thus, makes our results comparable. However, future research should also choose other operationalizations for agility, such as different scales, to broaden our findings.…”

Section: Discussionmentioning

confidence: 99%

“…Beyond its initial applications in software development, agility is now applied in various other business areas (Conforto et al, 2014) but remains mainly at the project level (Koch & Schermuly, 2021b). Schermuly and Koch (2019) therefore defined three dimensions that characterize agile projects: (1) autonomy, (2) equality within the project team, and (3) iterative delivery with constant customer feedback. Once agile project management is adopted in the organization, agile methods become part of the portfolio of different methods that can be used by the project team sequentially, selectively, or in combination.…”

Section: Introductionmentioning

confidence: 99%

Agile Project Management and Emotional Exhaustion: A Moderated Mediation Process

Augner

Schermuly

2023

Project Management Journal

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This article tested a moderated mediation process to explain the relationship between agile project management and emotional exhaustion. By transferring traditional stress theories to the agile context, work-related stress was introduced as a mediator, and the moderating effects of social competence, perceived team support, and a culture for psychological empowerment were evaluated. The results of two complementary field studies with 307 project employees indicated that higher levels of agile project management lowered project employees’ emotional exhaustion by reducing their work-related stress levels. This negative indirect relationship is significantly stronger when the organization fosters a culture for psychological empowerment.

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“…The term New Work is widely used, and yet the definition is vague. The implementation of WFH options and the use of mobile technologies are the most common measures in the context of New Work initiatives in companies [ 3 ]. Yet, New Work is not synonymous with working from home; New Work should and must be much more than that.…”

Section: Introductionmentioning

confidence: 99%

New Work Poses New Challenges—The Importance of Work Design Competencies Revealed in Cluster Analysis

Niebuhr

Steckhan

Voelter-Mahlknecht

2022

IJERPH

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The continuous transformation process in the world of work, intensified by the COVID-19 pandemic, is giving employees more scope to shape their own work. This scope can be experienced as a burden or as a resource for employees. Work design competencies (WDC) describe employees’ experience of their scope for design. Our study draws on existing datasets based on two Germany-wide studies. We used hierarchical cluster analyses to examine patterns between WDC, the age of employees (range: 18–71 years), the amount of weekly work time working from home (WFH), and work ability. In total, the data of N = 1232 employees were analyzed, and 735 of them participated in Study 1. To test the validity of the clusters, we analyzed data from N = 497 employees in Study 2. In addition, a split-half validation was performed with the data from Study 1. In both studies, three clusters emerged that differed in age and work ability. The cluster with the highest mean of WDC comprised employees that were on average older and reported a higher mean of work ability. Regarding WFH, no clear patterns emerged. The results and further theoretical and practical implications are discussed. Overall, WDC appear to be relevant to work ability and, in a broader sense, to occupational health, and are related to sociodemographic factors such as age.

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New Work und psychische Gesundheit

Cited by 14 publications

References 24 publications

Who is attracted and why? How agile project management influences employee's attraction and commitment

Who is attracted and why? How agile project management influences employee's attraction and commitment

Agile Project Management and Emotional Exhaustion: A Moderated Mediation Process

New Work Poses New Challenges—The Importance of Work Design Competencies Revealed in Cluster Analysis

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