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The Relationship of Management Suppo...

Bryant, Robert Graham.

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The Relationship of Management Support, Cash Incentives, Non-Cash Incentives, and Project Leadership to Project Success in Information Technology Organizations.

Record Type:	Electronic resources : Monograph/item
Title/Author:	The Relationship of Management Support, Cash Incentives, Non-Cash Incentives, and Project Leadership to Project Success in Information Technology Organizations./
Author:	Bryant, Robert Graham.
Description:	236 p.
Notes:	Source: Dissertation Abstracts International, Volume: 77-09(E), Section: A.
Contained By:	Dissertation Abstracts International77-09A(E).
Subject:	Business administration. -
Online resource:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=10108036
ISBN:	9781339714110

The Relationship of Management Support, Cash Incentives, Non-Cash Incentives, and Project Leadership to Project Success in Information Technology Organizations.
Bryant, Robert Graham.

The Relationship of Management Support, Cash Incentives, Non-Cash Incentives, and Project Leadership to Project Success in Information Technology Organizations. - 236 p.

Source: Dissertation Abstracts International, Volume: 77-09(E), Section: A.

Thesis (Ph.D.)--Northcentral University, 2016.

Extreme competition and shrinking profits, creates an environment that prompts U.S. Information Technology (IT) organizations to reduce the costs of project success. There is conflicting evidence as to which is more effective in increasing project success - cash or non-cash incentives. Further contradictory findings exist concerning the effectiveness of management support of projects, and which leadership behaviors add to or detract from project success. The purpose of this study determined the relationship of the independent variables management support, project leadership, cash, and non-cash incentives as predictors of project success within IT organizations. Data collection utilized an e-mail with a link to a web site, sent to a population of 3,000 IT related SIC Codes 7371, 7374, and 7379 in the InfoUSA email database. The study included 164 responses, with 128 responses needed for statistically significance. The independent variable measures used a 1-9 ordinal scale and the dependent variable on a 0-100 continuous scale. This quantitative study utilized a correlation design, multiple regression analysis, and focus on Behaviorism as the theoretical underpinning. The statistically significant findings of the relationship between project success and study variables included (a) personalized gifts, (b) informal feedback, (c) when other employees received a non-cash incentive, (d) greater job security, (e) management devotes time to the project, (f) management provides adequate resources, and (g) project leaders show concern for the well-being of others. The U.S. IT related statistically significant conclusions indicate the order of magnitude of the relationships of the independent variables, from greatest to least are (a) non-cash incentives, (b) top management support, (c) non-cash and cash incentives combined, and (d) project leadership. Cash incentives alone contained no statistically significant findings.

ISBN: 9781339714110Subjects--Topical Terms:

3168311
Business administration.

The Relationship of Management Support, Cash Incentives, Non-Cash Incentives, and Project Leadership to Project Success in Information Technology Organizations.
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245 1 4 $a The Relationship of Management Support, Cash Incentives, Non-Cash Incentives, and Project Leadership to Project Success in Information Technology Organizations.
300 $a 236 p.
500 $a Source: Dissertation Abstracts International, Volume: 77-09(E), Section: A.
500 $a Advisers: Gail N. Gessert; Peter Bemski.
502 $a Thesis (Ph.D.)--Northcentral University, 2016.
520 $a Extreme competition and shrinking profits, creates an environment that prompts U.S. Information Technology (IT) organizations to reduce the costs of project success. There is conflicting evidence as to which is more effective in increasing project success - cash or non-cash incentives. Further contradictory findings exist concerning the effectiveness of management support of projects, and which leadership behaviors add to or detract from project success. The purpose of this study determined the relationship of the independent variables management support, project leadership, cash, and non-cash incentives as predictors of project success within IT organizations. Data collection utilized an e-mail with a link to a web site, sent to a population of 3,000 IT related SIC Codes 7371, 7374, and 7379 in the InfoUSA email database. The study included 164 responses, with 128 responses needed for statistically significance. The independent variable measures used a 1-9 ordinal scale and the dependent variable on a 0-100 continuous scale. This quantitative study utilized a correlation design, multiple regression analysis, and focus on Behaviorism as the theoretical underpinning. The statistically significant findings of the relationship between project success and study variables included (a) personalized gifts, (b) informal feedback, (c) when other employees received a non-cash incentive, (d) greater job security, (e) management devotes time to the project, (f) management provides adequate resources, and (g) project leaders show concern for the well-being of others. The U.S. IT related statistically significant conclusions indicate the order of magnitude of the relationships of the independent variables, from greatest to least are (a) non-cash incentives, (b) top management support, (c) non-cash and cash incentives combined, and (d) project leadership. Cash incentives alone contained no statistically significant findings.
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