Intervju z vodstvom podjetja 3 - Intervjuji z vodstvi preuˇ cevanih podjetij

4.7 Intervjuji z vodstvi preuˇ cevanih podjetij

4.7.3 Intervju z vodstvom podjetja 3

V podjetju 3 ocenjujejo, da so bili v ˇcasu dela od doma manj produktivni, saj se je zamujanje oddajnih rokov v njihovem podjetju moˇcno poveˇcalo, vendar niso prepriˇcani, da je za to krivo delo od doma, temveˇc bolj krivijo okoliˇsˇcine, v katerih so zaposleni morali delati, saj so mnogi zaradi zaprtja ˇsol in vrtcev morali doma tudi skrbeti za otroke, nekateri pa niso imeli za delo ustreznih prostorov. Zaradi poveˇcanja zamujanj oddajnih rokov so bile stranke manj zadovoljne s storitvami in produkti. Zaradi zamujanja oddajnih rokov so bila tudi plaˇcila za izpeljane projekte kasnejˇsa in zato ocenjujejo, da so slabˇse do-segali strateˇske cilje. Opazili so tudi poslabˇsanje v kakovosti komunikacije s strankami, saj je bila komunikacija s strankami oteˇzena, prav tako so bile teˇzje dosegljive. Na sestankih se je velikokrat zgodilo, da niso bili prisotni vsi predvideni udeleˇzenci. Opaˇzajo pa, da so bili zaposleni manj obremenjeni in da so doˇzivljali manj stresa med delom od doma.

Vodstvo ocenjuje, da je imelo podjetje zaradi dela od doma manjˇse stroˇske, ker je bilo manj potovanj zaposlenih in ker so se sestanki preselili na kon-ferenˇcne klice, obenem pa navajajo, da so imeli zaradi zmanjˇsane produk-tivnosti veˇcje stroˇske plaˇc, saj so potrebovali zaposliti dodatne zaposlene.

Kljub poveˇcanim stroˇskom plaˇc so imeli leta 2020 manjˇse stroˇske kot leta 2019. Porast dobiˇcka pripisujejo manjˇsim stroˇskom in (tako oni ocenjujejo) obiˇcajnemu nihanju dobiˇcka za njihovo podjetje. Padec v prodaji pripisujejo padcu prodaje v prvih mesecih epidemije leta 2020 in ocenjujejo, da se je prodaja nato povrnila ali celo poveˇcala.

Opazili so tudi upad v profesionalnem in osebnostnem razvoju, kar pripisu-jejo hkratnemu upadu neformalne in nenaˇcrtovane komunikacije. Opazili pa so tudi upad inovativnosti pri zaposlenih zaradi manjka socialnih interakcij.

Vodstvo meni, da bi bilo primerneje zaposlene plaˇcevati glede na njihovo uspeˇsnost ali pa da bi bili zaposleni, ki delajo od doma, slabˇse plaˇcani, saj imajo velikokrat tudi niˇzje stroˇske bivanja in prevoza. Predlagajo tudi

ome-Diplomska naloga 43 jitev ˇstevila dni, ko bi zaposleni lahko delali od doma.

Vodstvu podjetja smo predstavili tudi ugotovitve medsebojnih vplivov poˇcutja in produktivnosti z neodvisnimi spremenljivkami, s katerimi so se strinjali.

Poglavje 5

Sklepne ugotovitve

Cilj diplomske naloge je bil pregled literature o tematiki dela od doma raz-vijalcev programske opreme, njihove produktivnosti in poˇcutja, priprava te-oretiˇcnega modela in izvedba ter analiza raziskave.

V drugem poglavju smo s pregledom literature dosegli prvi zadani cilj diplomske naloge. Pregledali smo ˇze znano literaturo na podroˇcju dela od doma, produktivnosti in poˇcutja med delom od doma, ocenjevanja uspeˇsnosti projektnega vodenja in modela za ocenjevanje uspeˇsnosti informacijskega sistema.

S predlogom teoretiˇcnega modela v tretjem poglavju, na osnovi ˇze znane in predstavljene literature, smo dosegli drugi zastavljeni cilj diplomske naloge.

Zastavili smo tudi raziskovalna vpraˇsanja, na katera smo z raziskavo ˇzeleli odgovoriti.

V ˇcetrtem poglavju smo predstavili potek raziskave, njene deleˇznike, vpra-ˇsalnike, merjene kriterije in naˇcine merjenja. Temu je sledila analiza rezulta-tov raziskave ter intervjuji z vodstvom vsakega od preuˇcevanih podjetij po-sebej. Vodstva smo spodbudili k analizi naˇsih ugotovitev. Z raziskavo smo uspeli odgovoriti tudi na naˇsa zastavljena vpraˇsanja iz tretjega poglavja. S tem smo dosegli tretji zastavljeni cilj diplomske naloge.

Razvijalci so v povpreˇcju med delom od doma bolj produktivni in so zado-voljni s svojim ˇzivljenjem, ˇceprav vodstva podjetij ocenjujejo, da so podjetja

manj produktivna. Najveˇcji upad so razvijalci obˇcutili v koliˇcini in kakovosti socialnih kontaktov, komunikacije in deljenju znanja ter poveˇcanju stresa in motilnih dejavnikov. Na produktivnost in poˇcutje najbolj vplivajo zanima-nje za delo in kompetentnost, strokovnost in znazanima-nje, na poˇcutje pa dodatno tudi komunikacija, stres in zmoˇznost odklopa od dela ter nadure. Obenem smo opazili obˇcuten medsebojni vpliv poˇcutja in produktivnosti pri razvijal-cih med delom od doma. Vodstva se zavedajo, da je delo od doma v ˇcasu epidemije drugaˇcno in da bi bilo v drugaˇcnih razmerah bolj izkoriˇsˇceno.

Predlagani teoretiˇcni model se je izkazal kot ustrezen, kar potrjujejo tudi vsa tri vodstva preuˇcevanih podjetij, ki se s predlaganim modelom strinjajo.

Pri zasnovi le-tega smo se zgledovali po ˇze izpeljanih raziskavah o produktiv-nosti in poˇcutju razvijalcev med delom od doma, katerim smo dodali novo skupino organizacijskih komponent, ki se je izkazala za pomembno, in dodali ocenjevanje uspeˇsnosti podjetij med delom od doma.

Pri izpeljavi raziskave smo se zanaˇsali na samoocenjevanje produktivnosti razvijalcev, ki po navedbah Baruch, 1996, dobro sovpada z oceno njegovega nadrejenega. Spremembo produktivnost smo merili s primerjavo med dvema obdobjema, pri ˇcemer smo uporabili naˇcin merjenja, uporabljen v raziskavi Russo et al., 2021. Za merjenje poˇcutja smo uporabili ˇze uveljavljeno Le-stvico sploˇsnega ˇzivljenjskega zadovoljstva (“Satisfaction with Life Scale”).

Za merjenje neodvisnih spremenljivk smo pa uporabili petstopenjsko Liker-tovo lestvico. Odgovarjanje na vpraˇsalnike je bilo anonimno in so bili lahko zato odgovori manj pristranski, vendar bi posamezniki lahko enak vpraˇsalnik izpolnili veˇckrat.

Predlagani teoretiˇcni model bi bilo moˇc izboljˇsati. Model bi lahko pre-izkusili na veˇc podjetjih in ne zgolj v ˇcasu epidemije, zaradi katere so lahko rezultati drugaˇcni. Prav tako bi lahko raziskali razlike med ustreznostjo dela od doma za razvijalce podjetij, ki se ukvarjajo z razliˇcnimi tipi programske opreme. V nadaljnjih raziskavah bi bilo potrebno upoˇstevati ali raziskati raz-liko med razvijalˇcevo percepcijo produktivnosti in oceno uspeˇsnosti podjetja, ki jo je podalo vodstvo, saj je bila ta prisotna v vseh podjetjih.

Clanki v revijah ˇ

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[3] R. Atkinson. “Project management: cost, time and quality, two best guesses and a phenomenon, its time to accept other success criteria”.

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[5] Lingfeng Bao in sod. “How does Working from Home Affect Developer Productivity? – A Case Study of Baidu During COVID-19 Pandemic”.

V: (maj 2020). url:http://arxiv.org/abs/2005.13167.

[6] Yehuda Baruch. “Self performance appraisal vs direct-manager appra-isal: A case of congruence”. V: Journal of Managerial Psychology 11 (1996), str. 50–65.doi: 10.1108/02683949610129758.

[7] Scott Coltrane in sod. “Fathers and the Flexibility Stigma”. V:Journal of Social Issues 69 (2013), str. 279–302. doi: 10.1111/JOSI.12015.

[8] C. Cooper in Nancy Kurland. “Telecommuting, professional isolation, and employee development in public and private organizations”. V:

Journal of Organizational Behavior 23 (2002), str. 511–532. doi: 10.

1002/JOB.145.

[9] William H. DeLone in E. McLean. “The DeLone and McLean Model of Information Systems Success: A Ten-Year Update”. V:J. Manag. Inf.

Syst.19 (2003), str. 9–30. doi:10.1080/07421222.2003.11045748.

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doi: 10.1207/s15327752jpa4901_13.

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212. issn: 1468005X. doi: 10.1111/ntwe.12097.

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[14] R. S. Gajendran in D. Harrison. “The good, the bad, and the un-known about telecommuting: meta-analysis of psychological mediators and individual consequences.” V:The Journal of applied psychology 92 6 (2007), str. 1524–41.doi: 10.1037/0021-9010.92.6.1524.

[15] R. S. Gajendran, D. Harrison in Kelly Delaney-Klinger. “Are Telecom-muters Remotely Good Citizens? Unpacking Telecommuting’s Effects on Performance Via I-Deals and Job Resources”. V:Personnel Psycho-logy 68 (2015), str. 353–393. doi: 10.1111/PEPS.12082.

Diplomska naloga 49 [16] T. Golden. “Avoiding depletion in virtual work: Telework and the tervening impact of work exhaustion on commitment and turnover in-tentions”. V: Journal of Vocational Behavior 69 (2006), str. 176–187.

doi:10.1016/J.JVB.2006.02.003.

[17] T. Golden. “The role of relationships in understanding telecommu-ter satisfaction”. V: Journal of Organizational Behavior 27 (2006), str. 319–340.doi: 10.1002/JOB.369.

[18] T. Golden in Allan Fromen. “Does it matter where your manager works? Comparing managerial work mode (traditional, telework, vir-tual) across subordinate work experiences and outcomes”. V: Human Relations64 (2011), str. 1451–1475.doi:10.1177/0018726711418387.

[19] T. Golden in J. F. Veiga. “The Impact of Extent of Telecommuting on Job Satisfaction: Resolving Inconsistent Findings”. V:Journal of Ma-nagement 31 (2005), str. 301–318. doi:10.1177/0149206304271768.

[20] T. Golden, J. F. Veiga in Richard N. Dino. “The impact of professi-onal isolation on teleworker job performance and turnover intentions:

does time spent teleworking, interacting face-to-face, or having access to communication-enhancing technology matter?” V: The Journal of applied psychology 93 6 (2008), str. 1412–21.doi: 10.1037/a0012722.

[21] C. Grant, L. Wallace in P. Spurgeon. “An exploration of the psycho-logical factors affecting remote e-worker’s job effectiveness, well-being and work-life balance”. V:Employee Relations 35 (2013), str. 527–546.

doi:10.1108/ER-08-2012-0059.

[24] C. Kelliher in D. Anderson. “Doing more with less? Flexible working practices and the intensification of work”. V: Human Relations 63 (2010), str. 106–83. doi: 10.1177/0018726709349199.

[25] T. O’Neill in sod. “Predicting Teleworker Success: An Exploration of Personality, Motivational, Situational, and Job Characteristics”. V:

eBusiness & eCommerce eJournal (2009). doi: 10 . 1111 / j . 1468 -005X.2009.00225.x.

[26] R. P. Olsen. “Can Project Management Be Defined?” V: (1971). url: https://www.pmi.org/learning/library/can-project-management-be-defined-1950.

[27] S. Petter, William H. DeLone in E. McLean. “Measuring information systems success: models, dimensions, measures, and interrelationships”.

V: European Journal of Information Systems 17 (2008), str. 236–263.

doi: 10.1057/ejis.2008.15.

[28] P. Ralph in sod. “Pandemic Programming: How COVID-19 affects software developers and how their organizations can help”. V: ArXiv abs/2005.01127 (2020).

[30] Daniel Russo in sod. “Predictors of well-being and productivity among software professionals during the COVID-19 pandemic – a longitudinal study”. V: Empirical Software Engineering 26 (2021). doi: 10.1007/

s10664-021-09945-9.

[32] Ozgur Turetken in sod. “An Empirical Investigation of the Impact of Individual and Work Characteristics on Telecommuting Success”. V:

IEEE Transactions on Professional Communication 54 (2011), str. 56–

67. doi: 10.1109/TPC.2010.2041387.

Clanki v zbornikih ˇ

[1] T. Allen. “Managing the flow of technology”. V: 1977.

[31] E. Schmidt in J. Rosenberg. “How Google Works”. V: 2014.

Celotna literatura

[1] T. Allen. “Managing the flow of technology”. V: 1977.

[3] R. Atkinson. “Project management: cost, time and quality, two best guesses and a phenomenon, its time to accept other success criteria”.

V: International Journal of Project Management 17 (1999), str. 337–

342. doi:10.1016/S0263-7863(98)00069-6.

84.4.496.

[5] Lingfeng Bao in sod. “How does Working from Home Affect Developer Productivity? – A Case Study of Baidu During COVID-19 Pandemic”.

V: (maj 2020). url:http://arxiv.org/abs/2005.13167.

[6] Yehuda Baruch. “Self performance appraisal vs direct-manager appra-isal: A case of congruence”. V: Journal of Managerial Psychology 11 (1996), str. 50–65.doi: 10.1108/02683949610129758.

[7] Scott Coltrane in sod. “Fathers and the Flexibility Stigma”. V:Journal of Social Issues 69 (2013), str. 279–302. doi: 10.1111/JOSI.12015.

[8] C. Cooper in Nancy Kurland. “Telecommuting, professional isolation, and employee development in public and private organizations”. V:

Journal of Organizational Behavior 23 (2002), str. 511–532. doi: 10.

1002/JOB.145.

[9] William H. DeLone in E. McLean. “The DeLone and McLean Model of Information Systems Success: A Ten-Year Update”. V:J. Manag. Inf.

Syst.19 (2003), str. 9–30. doi:10.1080/07421222.2003.11045748.

[10] Ed Diener in sod. “The Satisfaction With Life Scale”. V: Journal of Personality Assessment 49 (1 feb. 1985), str. 71–75. issn: 15327752.

doi: 10.1207/s15327752jpa4901_13.

[11] Alan Felstead in Golo Henseke. “Assessing the growth of remote wor-king and its consequences for effort, well-being and work-life balance”.

V:New Technology, Work and Employment 32 (3 nov. 2017), str. 195–

212. issn: 1468005X. doi: 10.1111/ntwe.12097.

[13] Denae Ford in sod. “A Tale of Two Cities: Software Developers Working from Home During the COVID-19 Pandemic”. V: (avg. 2020). url: http://arxiv.org/abs/2008.11147.

Diplomska naloga 55 [16] T. Golden. “Avoiding depletion in virtual work: Telework and the tervening impact of work exhaustion on commitment and turnover in-tentions”. V: Journal of Vocational Behavior 69 (2006), str. 176–187.

doi:10.1016/J.JVB.2006.02.003.

[17] T. Golden. “The role of relationships in understanding telecommu-ter satisfaction”. V: Journal of Organizational Behavior 27 (2006), str. 319–340.doi: 10.1002/JOB.369.

[20] T. Golden, J. F. Veiga in Richard N. Dino. “The impact of professi-onal isolation on teleworker job performance and turnover intentions:

doi:10.1108/ER-08-2012-0059.

[22] Health and Work Performance Questionnaire. (Accessed on 07/12/2021).

url:https://www.hcp.med.harvard.edu/hpq/info.php.

[23] James D Herbsleb in Audris Mockus.An Empirical Study of Speed and Communication in Globally Distributed Software Development. doi: 10.1109/TSE.2003.1205177.

[24] C. Kelliher in D. Anderson. “Doing more with less? Flexible working practices and the intensification of work”. V: Human Relations 63 (2010), str. 106–83. doi: 10.1177/0018726709349199.

[25] T. O’Neill in sod. “Predicting Teleworker Success: An Exploration of Personality, Motivational, Situational, and Job Characteristics”. V:

eBusiness & eCommerce eJournal (2009). doi: 10 . 1111 / j . 1468 -005X.2009.00225.x.

[26] R. P. Olsen. “Can Project Management Be Defined?” V: (1971). url: https://www.pmi.org/learning/library/can-project-management-be-defined-1950.

[27] S. Petter, William H. DeLone in E. McLean. “Measuring information systems success: models, dimensions, measures, and interrelationships”.

V: European Journal of Information Systems 17 (2008), str. 236–263.

doi: 10.1057/ejis.2008.15.

[28] P. Ralph in sod. “Pandemic Programming: How COVID-19 affects software developers and how their organizations can help”. V: ArXiv abs/2005.01127 (2020).

[29] Ronald H Rasch in Henry L Tosi. Factors Affecting Software Develo-pers’ Performance: An Integrated Approach. 1992, str. 395–413. doi: 10.2307/249535.

s10664-021-09945-9.

[31] E. Schmidt in J. Rosenberg. “How Google Works”. V: 2014.

[32] Ozgur Turetken in sod. “An Empirical Investigation of the Impact of Individual and Work Characteristics on Telecommuting Success”. V:

IEEE Transactions on Professional Communication 54 (2011), str. 56–

67. doi: 10.1109/TPC.2010.2041387.

Diplomska naloga 57 [33] WHO-5 Questionnaires. https://www.psykiatri-regionh.dk/who-5 / who - https://www.psykiatri-regionh.dk/who-5 - questionnaires / Pages / default . aspx. (Accessed on 07/12/2021).

[34] Robert K. Yin.Case study research: design and methods. 3rd ed. Zv. 5.

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In document Produktivnost in poˇcutje zaposlenih v panogi razvoja programske opreme med delom od doma (Strani 58-73)