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dc.contributor.advisorWalford, Roberten
dc.contributor.authorFox, Katherine*
dc.date.accessioned2018-01-26T11:20:20Z
dc.date.available2018-01-26T11:20:20Z
dc.date.issued2017-10
dc.identifier.citationFox, Katherine. (2017). Exploring the effectiveness of remote line-management: A case-study at MWH IT. (Master's thesis). University of Chester, United Kingdom.en
dc.identifier.urihttp://hdl.handle.net/10034/620823
dc.description.abstractGlobalisation of organisations is increasing (Bell & Kozlowski, 2002) and with that, as are the existence of globally distributed teams (Global Workplace Analytics, 2016). The IT department at the engineering firm MWH, now part of Stantec has a number of globally distributed teams which means that the line-manager of each employee is often not based in the same office or even geographical region. This research uses semi-structured in-depth interviews with members of the IT department at MWH to build a qualitative case-study with an interpretivist phenomenological epistemology and subjectivist ontological paradigm. The research answers the question: ‘To what extent can globally remote line-management be as effective as local line-management for IT at MWH?’. The effectiveness of line-management is established by exploring the motivation and engagement of employees through their responses to interview questions. The findings show that line-managers can be equally effective when either local to their employees or in a different geography, but that there are additional challenges when remote. The research identifies methods to maximise the effectiveness of remote line-management, such as the usage of metrics. Recommendations are made based on the results of the research.
dc.language.isoenen
dc.publisherUniversity of Chesteren
dc.subjectRemote line-managementen
dc.subjectLine-managementen
dc.subjectEmployee engagementen
dc.subjectVirtual teamsen
dc.titleExploring the effectiveness of remote line-management: A case-study at MWH ITen
dc.typeThesis or dissertationen
dc.type.qualificationnameMBAen
dc.type.qualificationlevelMasters Degreeen
refterms.dateFOA2018-08-14T03:44:02Z
html.description.abstractGlobalisation of organisations is increasing (Bell & Kozlowski, 2002) and with that, as are the existence of globally distributed teams (Global Workplace Analytics, 2016). The IT department at the engineering firm MWH, now part of Stantec has a number of globally distributed teams which means that the line-manager of each employee is often not based in the same office or even geographical region. This research uses semi-structured in-depth interviews with members of the IT department at MWH to build a qualitative case-study with an interpretivist phenomenological epistemology and subjectivist ontological paradigm. The research answers the question: ‘To what extent can globally remote line-management be as effective as local line-management for IT at MWH?’. The effectiveness of line-management is established by exploring the motivation and engagement of employees through their responses to interview questions. The findings show that line-managers can be equally effective when either local to their employees or in a different geography, but that there are additional challenges when remote. The research identifies methods to maximise the effectiveness of remote line-management, such as the usage of metrics. Recommendations are made based on the results of the research.


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