Transition to Agile method without Agile-compliant performance appraisal?

Rejab, Mawarny Md.; Omar, Mazni; Ahmad, Mazida; Hassan, Syahida

doi:10.1063/1.5055490

Cited by 4 publications

(3 citation statements)

References 9 publications

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“…Relative incentives also arise from promotional tournaments, where the best team member earns a higher ranked position with a larger salary (see Altmann, Falk, Wibral 2012). The feasibility of shared team incentives and relative individual incentives raises questions of how rewards should be designed to motivate members of agile teams (Ghobadi, Campbell, Clegg 2017, Rahmani, Roels, Karmarkar 2018, Rejab et al 2018? Shared team incentives are valuable to induce a mindset of collaboration but might also come with free-riding.…”

Section: Introductionmentioning

confidence: 99%

Helping under a combination of team and tournament incentives

Danilov

Harbring

Irlenbusch

2019

Journal of Economic Behavior & Organization

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Any opinions expressed in this paper are those of the author(s) and not those of IZA. Research published in this series may include views on policy, but IZA takes no institutional policy positions. The IZA research network is committed to the IZA Guiding Principles of Research Integrity. The IZA Institute of Labor Economics is an independent economic research institute that conducts research in labor economics and offers evidence-based policy advice on labor market issues. Supported by the Deutsche Post Foundation, IZA runs the world's largest network of economists, whose research aims to provide answers to the global labor market challenges of our time. Our key objective is to build bridges between academic research, policymakers and society. IZA Discussion Papers often represent preliminary work and are circulated to encourage discussion. Citation of such a paper should account for its provisional character. A revised version may be available directly from the author.

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Section: Introductionmentioning

confidence: 99%

Helping under a combination of team and tournament incentives

Danilov

Harbring

Irlenbusch

2019

Journal of Economic Behavior & Organization

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“…Identifying how to evaluate agile software engineers is a difficult problem [7]. Some work in literature explore this topic [3], [8 ], [9], but none addresses the case for teams with dynamic allocations and unpredictable project conditions. With a focus on growth, we came up with an initial dashboard design that is customizable, enables automation and accommodates exceptional cases.…”

Section: B Design and Implementationmentioning

confidence: 99%

Re-Imagining Performance Reviews: Automated Dashboards for Continuous Visibility of Engineers’ Performance

Meawad¹

2021

2021 IEEE/ACM 43rd International Conference on Software Engineering: Software Engineering in Practice (ICSE-SEIP)

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Traditional methods for performance appraisal are not suitable for agile fast-paced software companies. This has been a realization in the software industry since the early adoption of agile methodologies. Nonetheless, software companies are still struggling to find a practical solution that fits the highly dynamic nature of their teams. In particular, high-growth companies, scaleups, need to be creative at how they approach performance appraisals.In this talk, we introduce automated review dashboards to support a seamless appraisal process and continuous visibility of software engineers' performance. The proposed dashboards leverage structure from existing growth frameworks while automating the aggregation of relevant qualitative and quantitative performance metrics.We reflect on our experience using the dashboards at Robusta, a medium-sized software scaleup company. The dashboards enabled a team of four managers to provide timely feedback to 56 engineers with a base for continuous visibility. We explore the design of the dashboards, the customizable metrics and the overall review experience from the perspectives of different stakeholders. We conclude with the lessons learned and practical advice for scaleups facing the same challenge.

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“…An Agile-compliant performance appraisal should be aligned to Agile values, principles, and practices, which advocate interactions, collaborations, teamwork, and knowledge transfer. There is a paucity of empirical studies that focus on Agile-compliant performance appraisal [6][7][8][9][10]. Most studies proposed metrics, measurements, and how to assess the job performance of Agile team members.…”

Section: Introductionmentioning

confidence: 99%

Principles of reforming an agile-compliant performance appraisal

Rejab

Omar

Ahmad

et al. 2019

IJEECS

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This paper presents principles of reforming an Agile-compliant performance appraisal. In this study, several semi-structured interviews have been carried out and discovered eight principles for reforming an Agile-compliant performance appraisal for Agile teams. Performance appraisal for software engineers in an Agile software development environment is complex and different from the traditional software development. Performance appraisal should be aligned to Agile values, principles, and practices, which advocate interactions, collaborations, teamwork, and knowledge transfer among Agile team members. Therefore, a transition to Agile Software Development requires the implementation of Agile-compliant performance appraisal. These principles embark the proper practices and guidance to support management and Agile teams in deriving and implementing an Agile-compliant performance appraisal. Therefore, the emerged principles can be a baseline in generating an Agile-compliant performance appraisal to assess Agile team members in a fair and consistent manner. This indirectly increases motivation amongst team members and tends to produce capable workforce to perform at a higher level.

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Transition to Agile method without Agile-compliant performance appraisal?

Cited by 4 publications

References 9 publications

Helping under a combination of team and tournament incentives

Helping under a combination of team and tournament incentives

Re-Imagining Performance Reviews: Automated Dashboards for Continuous Visibility of Engineers’ Performance

Principles of reforming an agile-compliant performance appraisal

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