With the advancement of technology, companies are increasingly dependent on technology teams to stay competitive. However, members of these teams often work in stressful and unhealthy environments, which can undermine...With the advancement of technology, companies are increasingly dependent on technology teams to stay competitive. However, members of these teams often work in stressful and unhealthy environments, which can undermine their productivity and well-being. The humanization of the culture of technology teams is an approach that aims to create healthier and more productive work environments for team members, promoting balance between personal and professional life. Despite the importance of a healthy and productive work environment, many companies do not invest in strategies to humanize the culture of their technology teams. This can lead to high levels of stress, staff turnover and low productivity. The objective of this project is to identify effective strategies to humanize the culture of technology teams and create healthier and more productive work environments in digital companies. For this, factors such as management styles, psychological safety, human-centered development, individual beliefs and time and energy management will be analyzed. The project’s methodology will include a literature review on the subject and qualitative data analysis will be performed using a content analysis approach. This project will contribute to the advancement of knowledge about the humanization of the culture of technology teams in digital companies. The results can be applied to companies that want to create healthier and more productive work environments for their team members.展开更多
传统观点认为,CEO仅是组织的代理人,容易出现私利行为;然而,现实中不少CEO在组织中充当着管家角色,勤勉奉献,甚至在组织需要的时刻牺牲个人利益。本研究聚焦于CEO的管家行为,并基于资源保存理论揭示了CEO从事管家行为的收益与代价。文...传统观点认为,CEO仅是组织的代理人,容易出现私利行为;然而,现实中不少CEO在组织中充当着管家角色,勤勉奉献,甚至在组织需要的时刻牺牲个人利益。本研究聚焦于CEO的管家行为,并基于资源保存理论揭示了CEO从事管家行为的收益与代价。文章采用经验抽样法,对61名CEO进行为期五天的日记研究,并运用多层线性模型进行数据分析。结果表明:CEO每日从事管家行为既可以产生更多的积极情绪,体验到更高的工作幸福感,又可能会引发工作负担,削弱工作幸福感。C E O的心理资本是管家行为双刃剑效应的"门阀",对于高心理资本的CEO而言,从事管家行为会带来更多的积极情绪,而对于低心理资本的CEO而言,从事管家行为可能更容易增加工作负担。展开更多
文摘With the advancement of technology, companies are increasingly dependent on technology teams to stay competitive. However, members of these teams often work in stressful and unhealthy environments, which can undermine their productivity and well-being. The humanization of the culture of technology teams is an approach that aims to create healthier and more productive work environments for team members, promoting balance between personal and professional life. Despite the importance of a healthy and productive work environment, many companies do not invest in strategies to humanize the culture of their technology teams. This can lead to high levels of stress, staff turnover and low productivity. The objective of this project is to identify effective strategies to humanize the culture of technology teams and create healthier and more productive work environments in digital companies. For this, factors such as management styles, psychological safety, human-centered development, individual beliefs and time and energy management will be analyzed. The project’s methodology will include a literature review on the subject and qualitative data analysis will be performed using a content analysis approach. This project will contribute to the advancement of knowledge about the humanization of the culture of technology teams in digital companies. The results can be applied to companies that want to create healthier and more productive work environments for their team members.
文摘传统观点认为,CEO仅是组织的代理人,容易出现私利行为;然而,现实中不少CEO在组织中充当着管家角色,勤勉奉献,甚至在组织需要的时刻牺牲个人利益。本研究聚焦于CEO的管家行为,并基于资源保存理论揭示了CEO从事管家行为的收益与代价。文章采用经验抽样法,对61名CEO进行为期五天的日记研究,并运用多层线性模型进行数据分析。结果表明:CEO每日从事管家行为既可以产生更多的积极情绪,体验到更高的工作幸福感,又可能会引发工作负担,削弱工作幸福感。C E O的心理资本是管家行为双刃剑效应的"门阀",对于高心理资本的CEO而言,从事管家行为会带来更多的积极情绪,而对于低心理资本的CEO而言,从事管家行为可能更容易增加工作负担。
