Social loafing

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Social loafing as discussed by Julian Schmidt / s213004
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== Abstract ==
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People perform activities out of Extrinsic Motivation, because they expect an external reward for their action. This could be a monetary bonus or the appreciation of other stakeholders.
  
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==Abstract==
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Following Daniel Pink Extrinsic Motivation factors as salary motivate people to a certain point after this fairly paid point is reached more salary does not give more motivation. The intrinsic motivation of people is much more crucial, because it helps longterm and to a much higher degree. However missing extrinsic motivation discourages people and should not be underestimated<ref name="
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A Guide to the Project Management Body of Knowledge (PMBOK ® Guide)">Project Management Institute, Inc. (PMI),(2021), Pennsylvania, "A Guide to the Project Management Body of Knowledge (PMBOK ® Guide)". </ref>.
  
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Within project, program and portfolio management, the Milestone Trend Analysis (MTA) can be found under the section Uncertainty. It is a tool for Monitoring that is mainly used for Project Controlling. According to ISO 21502 Project Controlling covers monitoring and measuring performance against an agreed plan of projects, including phases and work packages. This also includes authorized changes. <ref name="ISO21502">International Organization for Standardization, "ISO 21502:2020 Project, programme and portfolio management — Guidance on project management", 2020 </ref> <ref name="Project_Phases">M. D. Alam and U. F. Gühl, “Project Phases,” in Project-Management in Practice, Springer Berlin Heidelberg, 2016, pp. 55–121. doi: 10.1007/978-3-662-52944-7_3.</ref>
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== Introduction ==
  
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The MTA is an effective tool to visualize the milestones within a project. It helps controlling the project by showing which milestone is ahead of, on, or behind schedule. The MTA uses different timelines: the reporting dates and the milestone dates. <ref name="Project_Phases">M. D. Alam and U. F. Gühl, “Project Phases,” in Project-Management in Practice, Springer Berlin Heidelberg, 2016, pp. 55–121. doi: 10.1007/978-3-662-52944-7_3.</ref> <ref name="MTA3">P. Stoemmer, “Milestone Trend Analysis.” https://www.project-management-knowhow.com/milestone_trend_analysis.html (accessed Feb. 10, 2022).</ref> <ref name="MTA4">S. Reister, “Milestone Trend Analysis - Free Tool for MS Project.” https://www.theprojectgroup.com/blog/en/milestone-trend-analysis-ms-project/ (accessed Feb. 10, 2022).</ref>
 
  
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The curves express the projects‘ performance. A horizontal line means that the milestone is on time, an increasing line reflects that the milestone is later than planned and the decreasing line shows that it is earlier than planned. <ref name="Project_Phases">M. D. Alam and U. F. Gühl, “Project Phases,” in Project-Management in Practice, Springer Berlin Heidelberg, 2016, pp. 55–121. doi: 10.1007/978-3-662-52944-7_3.</ref>
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== Extrinsic motivation within project management ==
  
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The MTA supports the project managers in that sense that it provides simple trend analysis charts with an overview of bottlenecks, already in the early stages. It also allows a realistic forecast of the progression of the project. [4] It therefore is a combination of history and forecast since it shows time-related discrepancies.  It assesses the project’s health by allowing insights into the schedule. This can be seen as one of the MTA’s biggest advantages. <ref name="Wrike">M. Waida, “What is a Milestone Trend Analysis?,” Jul. 17, 2020. https://www.wrike.com/blog/what-milestone-trend-analysis/ (accessed Feb. 10, 2022).</ref> <ref name="PMHandbook">J. Kuster et al., Project Management Handbook. Springer-Verlag, 2015. [Online]. Available: http://www.springer.com/series/10101</ref>
 
  
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Those advantages are only applicable when regular reporting dates are set as well as the milestones for the subcategories of the project. Here it is important that those dates are well defined. <ref name="PMHandbook">J. Kuster et al., Project Management Handbook. Springer-Verlag, 2015. [Online]. Available: http://www.springer.com/series/10101</ref>
 
  
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__TOC__
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==Application==
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== Limitations ==
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== Annotated Bibliography ==
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1. Project Management Institute Inc. (PMI), A Guide to the Project Management Body of Knowledge (PMBOK ® Guide) – 7th Edition and The Standard for Project Management, Project Management Institute, Inc. (PMI), Pennsylvania, 2021.
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2. Bruno S. Frey, Margit Osterloh, Successful Management by Motivation: Balancing Intrinsic and Extrinsic Incentives, Springer-Verlag Berlin Heidelberg, 2002.
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3. E. Deci, R. Flaste, Why We Do What We Do: The Dynamics of personal Autonomy, New York, 1996.
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== References ==
  
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==References==
 
 
<references />
 
<references />

Revision as of 21:26, 11 February 2022

Contents

Abstract

People perform activities out of Extrinsic Motivation, because they expect an external reward for their action. This could be a monetary bonus or the appreciation of other stakeholders.

Following Daniel Pink Extrinsic Motivation factors as salary motivate people to a certain point after this fairly paid point is reached more salary does not give more motivation. The intrinsic motivation of people is much more crucial, because it helps longterm and to a much higher degree. However missing extrinsic motivation discourages people and should not be underestimated[1].

Introduction

Extrinsic motivation within project management

Application

Limitations

Annotated Bibliography

1. Project Management Institute Inc. (PMI), A Guide to the Project Management Body of Knowledge (PMBOK ® Guide) – 7th Edition and The Standard for Project Management, Project Management Institute, Inc. (PMI), Pennsylvania, 2021.

2. Bruno S. Frey, Margit Osterloh, Successful Management by Motivation: Balancing Intrinsic and Extrinsic Incentives, Springer-Verlag Berlin Heidelberg, 2002.

3. E. Deci, R. Flaste, Why We Do What We Do: The Dynamics of personal Autonomy, New York, 1996.

References

  1. ↑ Project Management Institute, Inc. (PMI),(2021), Pennsylvania, "A Guide to the Project Management Body of Knowledge (PMBOK ® Guide)".
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