The purpose of this study was to understand the implications of management support and employee engagement on the improvement of organizational efficiency, as a byproduct of employees adopting organizational Project Management Methodologies (PMMs). Previous PMM-based research has not focused on assessing the (a) influence of management support and employee engagement on PMM adoption or (b) effect of PMM adoption on organizational efficiency. The PMM adoption and resistive factors researched included: PMM practices, training, coaching, PMM design involvement, PMM feedback, project type, employment type, and PMM practitioner experience level. An exploratory qualitative research method was supported by an online survey data collection method and thematic analysis data analysis method. Two Project Management Institute (PMI) Chapters comprised a sample population of over 2400 professionals. A sample size of 29 surveys was acquired through data collection that produced five key themes: (a) PMM tailoring, (b) vetting of PMM best practice, (c) good communications, (d) management support via PMM training and coaching, and (e) employee engagement via proactive involvement and reactive feedback with the caveat of receiving fair treatment. These themes promoted PMM adoption and accumulatively support higher levels of organizational efficiencies. Research findings enrich existing knowledge surrounding PMM adoption and organizational efficiency due to the pre-existing research gap.
|Advisor:||Robbins, Elizabeth Lani K.|
|School:||The University of the Rockies|
|School Location:||United States -- Colorado|
|Source:||DAI-B 80/03(E), Dissertation Abstracts International|
|Subjects:||Behavioral psychology, Psychology, Occupational psychology|
|Keywords:||Adoption, Employee engagement, Management support, Organizational effectiveness, Project management methodology, Resistance|
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