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PSY FPX 6710 Assessment 5 Virtual Excellence

Name

Capella University

PSY FPX 6710 Principles of Industrial/Organizational Psychology

Prof. Name

Date

Introduction

Virtual or remote work emerged as a significant trend during the COVID-19 pandemic due to worldwide isolation mandates. Industrial and Organizational psychologists and technology played crucial roles in facilitating virtual work through training, policy development, and productivity assessments. However, there’s a current narrative post-pandemic favoring a return to physical offices, prompting discussions about the productivity of remote workers. This presentation delves into the attributes of effective virtual employees, productivity determinants, fostering innovation, and methods for evaluating, maintaining, and improving virtual teams, with a focus on Company V as a case study.

What Makes a Good Virtual Employee?

Identifying suitable candidates for remote roles requires qualities such as dependability, adaptability, teachability, and resilience. The “Great 8” competency model outlines eight fundamental traits for high-performing employees, applicable in both traditional and virtual work settings. Research emphasizes the importance of skills like technological proficiency and communication in virtual environments, alongside the crucial element of trust within remote teams.

Virtual Productivity and Management

Attaining productivity objectives in virtual setups necessitates efficient communication, policy alignment, and technology incorporation. Platforms like Microsoft Teams facilitate remote interactions, while policies ensure accountability. Technology assists in monitoring and analyzing remote work, with tools like Power BI aiding in data evaluation. Incentive schemes, combined with technological solutions, bolster engagement and productivity in virtual teams.

Leadership and Innovation

Transformational leadership plays a pivotal role in fostering innovation within virtual teams. Studies indicate that transformational leadership encourages autonomous thinking and innovation acceptance. Leveraging technology for meetings and collaboration enhances innovation, while metrics track performance and innovation integration.

Training and Development

Training for remote teams can be conducted onsite or remotely, with remote training being more cost-effective. A three-step program—sowing, nurturing, and flourishing—can enhance virtual team efficiency. Sowing promotes innovation and issue identification, nurturing establishes role clarity and shared goals, and flourishing encourages continuous growth through collaboration and development.

Measuring and Monitoring

Quantitative and qualitative methods, including mixed methods research, enable productivity assessment in remote settings. Platforms like SPSS and Teramind facilitate quantitative analysis, while qualitative data provides insights into productivity patterns and areas for enhancement. Continuous training and communication ensure sustained productivity.

PSY FPX 6710 Assessment 5 Virtual Excellence

How to Implement

Implementing virtual work initiatives necessitates comprehensive training and communication with management. Virtual meetings, systematic information dissemination, and patient instruction ensure effective implementation. Feedback loops between management and teams enhance comprehension and adoption of virtual work practices.

Conclusion

Reinstating virtual work at Company V holds the promise of increased productivity and employee engagement. Employing data-driven strategies and continuous training ensures ongoing success and alignment with Company V’s objectives. Effective communication and collaboration between managers and teams are essential for sustaining positive outcomes in virtual work environments.

References

Neves, I. P. (2021). Developing Teams in a Virtual Environment: A Generative Approach. Sage Journals, 5-182.

Omar Gelo, D. B. (2008). Quantitative and Qualitative Research: Beyond the Debate. Vienna, Schnirchgasse, Austria.

Shajar Abbas, D. K. U. H. (2024). The Role of Transformational Leadership on Employees Innovative Performance in Colleges in Punjab. International Journal of Human and Society, 46-63.

Stefan Krumm, J. K. (2016). What does it take to be a virtual team player? The knowledge, skills, abilities, and other characteristics required in virtual teams. Research Gate, 1-20.

PSY FPX 6710 Assessment 5 Virtual Excellence

Tirabeni, F. M. (2020). Digital technologies and power dynamics in the organization: A conceptual review of remote. Wiley, 1-13.

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