The Experts below are selected from a list of 348783 Experts worldwide ranked by ideXlab platform
Leslie B Hammer - One of the best experts on this subject based on the ideXlab platform.
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Workplace social Support and work-family conflict: A meta-analysis clarifying the influence of general and work-family-specific supervisor and Organizational Support
Personnel Psychology, 2011Co-Authors: Ellen Ernst Kossek, Todd Bodner, Shaun Pichler, Leslie B HammerAbstract:This article uses meta-analysis to develop a model integrating research on relationships between employee perceptions of general and work-family-specific supervisor and Organizational Support and work-family conflict. Drawing on 115 samples from 85 studies comprising 72,507 employees, we compared the relative influence of 4 types of workplace social Support to work-family conflict: perceived Organizational Support (POS); supervisor Support; perceived Organizational work-family Support, also known as family-Supportive Organizational perceptions (FSOP); and supervisor work-family Support. Results show work-family-specific constructs of supervisor Support and Organization Support are more strongly related to work-family conflict than general supervisor Support and Organization Support, respectively. We then test a mediation model assessing the effects of all measures at once and show positive perceptions of general and work-family-specific supervisor indirectly relate to work-family conflict via Organizational work-family Support. These results demonstrate that work-family-specific Support plays a central role in individuals' work-family conflict experiences.
Michael Vizdos - One of the best experts on this subject based on the ideXlab platform.
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the enterprise unified process extending the rational unified process
eup, 2005Co-Authors: Scott W Ambler, John Nalbone, Michael VizdosAbstract:About the Authors. Foreword. Preface. I.FROM THE RUP TO THE EUP. 1. Introduction. Types of Processes. History of the Enterprise Unified Process. Why an IT Process. This Book. Summary. 2. The Rational Unified Process. Serial in the Large. Iterative in the Small. Delivering Incremental Releases Over Time. Following Proven Best Practices. Why the RUP. The RUP as a Process Framework Summary. 3. Introduction to the Enterprise Unified Process. From a Development to a System Lifecycle. The Production Phase. The Retirement Phase. The Operations and Support Discipline. The Information Technology Lifecycle. The Zachman Framework and the EUP. Common Threads Throughout This Book. The EUP in Practice. Summary. II. BEYOND DEVELOPMENT. 4. The Production Phase. Objectives. Essential Activities. Handling Concurrent Releases. Support Strategies. The Release Retirement Milestone. Case Studies. Hosting and Operating Business Applications. Microsoft Support. Summary. 5. The Retirement Phase. Objectives. Essential Activites. Analyze System Interactions. Determine Retirement Strategy. Update the Documentation. Test. Migrate Users. Remove the System. Managing Retirement Efforts. The Release Retirement Milestone. Case Studies. Migration off the Mainframe. Retirement of an Office Suite. Summary. 6. The Operations and Support Discipline. Workflow. Plan Operations and Support Deployment. Support Users. Operate Systems. Prepare for Disaster. Recover from Disaster. Case Studies. Operations. Support. Anti-Patterns. Timing. Tools. Relation to Other Disciplines. Summary. III. THE ENTERPRISEMANAGEMENT DISCIPLINES. 7. The EnterpriseBusiness Modeling Discipline. Workflow. Define Enterprise Strategy. Model Business Processes. Identify Process Implementation Options. Model the Domain. Model the Organization. Support Project Teams. Case Study. Anti-Patterns. Timing. Tools. Relation to Other Disciplines. Summary. 8. The Portfolio Management Discipline. Workflow. Inventory Current Systems. Plan Portfolio and Programs. Manage Portfolio. Manage Programs. Manage Contracts. Manage Enterprise Risk. Case Study. Anti-Patterns. Timing. Tools. Relation to Other Disciplines. Summary. 9. The EnterpriseArchitecture Discipline. Workflow. Define Architectural Requirements. Define Candidate Architecture. Refine Enterprise Architecture. Define Reference Architecture. Support the Project Teams. Anti-Patterns. Timing. Tools. Relation to Other Disciplines. Summary. 10. The Strategic Reuse Discipline. Workflow. Plan Reuse Program. Harvest Existing Assets. Obtain External Asset. Develop Asset. Evolve Asset. Publish Asset. Retire Asset. Support Project Teams. Measure Reuse Program. Case Studies. Quantity Over Quality. Architected Reuse via Service Domains. Grassroots Success. Timing. Anti-Patterns. Tools. Relation to Other Disciplines. Summary. 11. The People Management Discipline. Workflow. Plan Staffing. Diversify Staffing. Manage Staff. Guide Careers. Succession Planning. Case Study. Tools. Anti-Patterns. Timing. Relation to Other Disciplines. Summary. 12. The EnterpriseAdministration Discipline. Workflow. Manage Enterprise Physical Assets. Manage Enterprise Information Assets. Manage Enterprise Security. Support Project Teams. Case Studies. Data Management. Security. Anti-Patterns. Timing. Tools. Relation to Other Disciplines. Summary. 13. The Software Process Improvement Discipline. Workflow. Assess Process Needs. Create Process. Tailor Process. Deploy Process. Support Project Teams. Case Studies. The Big-Bang Approach to SPI. An Incremental Approach to SPI. Publishing and Supporting Corporate Guidance. Corporate Governance. Anti-Patterns. Timing. Tools. Relation to Other Disciplines. Summary. IV. PUTTING IT ALL TOGETHER. 14. Adopting the EnterpriseUnified Process. Software Process Improvement Implementation. Proceed Incrementally. The Inception Phase of an EUP Adoption Project. The Elaboration Phase of an EUP Adoption Project. The Construction Phase of an EUP Adoption Project. The Transition Phase of an EUP Adoption Project. The Production Phase of an EUP Adoption Project. The Retirement Phase of an EUP Adoption Project. Training. Mentoring. Measure Progress. Success. Summary. 15. Parting Thoughts. Appendix A: Roles. Appendix B: Artifacts. Appendix C: Glossary. Appendix D: Acronyms and Abbreviations. References and Recommended Reading. Index.
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the enterprise unified process extending the rational unified process
eup, 2005Co-Authors: Scott W Ambler, John Nalbone, Michael VizdosAbstract:About the Authors. Foreword. Preface. I.FROM THE RUP TO THE EUP. 1. Introduction. Types of Processes. History of the Enterprise Unified Process. Why an IT Process. This Book. Summary. 2. The Rational Unified Process. Serial in the Large. Iterative in the Small. Delivering Incremental Releases Over Time. Following Proven Best Practices. Why the RUP. The RUP as a Process Framework Summary. 3. Introduction to the Enterprise Unified Process. From a Development to a System Lifecycle. The Production Phase. The Retirement Phase. The Operations and Support Discipline. The Information Technology Lifecycle. The Zachman Framework and the EUP. Common Threads Throughout This Book. The EUP in Practice. Summary. II. BEYOND DEVELOPMENT. 4. The Production Phase. Objectives. Essential Activities. Handling Concurrent Releases. Support Strategies. The Release Retirement Milestone. Case Studies. Hosting and Operating Business Applications. Microsoft Support. Summary. 5. The Retirement Phase. Objectives. Essential Activites. Analyze System Interactions. Determine Retirement Strategy. Update the Documentation. Test. Migrate Users. Remove the System. Managing Retirement Efforts. The Release Retirement Milestone. Case Studies. Migration off the Mainframe. Retirement of an Office Suite. Summary. 6. The Operations and Support Discipline. Workflow. Plan Operations and Support Deployment. Support Users. Operate Systems. Prepare for Disaster. Recover from Disaster. Case Studies. Operations. Support. Anti-Patterns. Timing. Tools. Relation to Other Disciplines. Summary. III. THE ENTERPRISEMANAGEMENT DISCIPLINES. 7. The EnterpriseBusiness Modeling Discipline. Workflow. Define Enterprise Strategy. Model Business Processes. Identify Process Implementation Options. Model the Domain. Model the Organization. Support Project Teams. Case Study. Anti-Patterns. Timing. Tools. Relation to Other Disciplines. Summary. 8. The Portfolio Management Discipline. Workflow. Inventory Current Systems. Plan Portfolio and Programs. Manage Portfolio. Manage Programs. Manage Contracts. Manage Enterprise Risk. Case Study. Anti-Patterns. Timing. Tools. Relation to Other Disciplines. Summary. 9. The EnterpriseArchitecture Discipline. Workflow. Define Architectural Requirements. Define Candidate Architecture. Refine Enterprise Architecture. Define Reference Architecture. Support the Project Teams. Anti-Patterns. Timing. Tools. Relation to Other Disciplines. Summary. 10. The Strategic Reuse Discipline. Workflow. Plan Reuse Program. Harvest Existing Assets. Obtain External Asset. Develop Asset. Evolve Asset. Publish Asset. Retire Asset. Support Project Teams. Measure Reuse Program. Case Studies. Quantity Over Quality. Architected Reuse via Service Domains. Grassroots Success. Timing. Anti-Patterns. Tools. Relation to Other Disciplines. Summary. 11. The People Management Discipline. Workflow. Plan Staffing. Diversify Staffing. Manage Staff. Guide Careers. Succession Planning. Case Study. Tools. Anti-Patterns. Timing. Relation to Other Disciplines. Summary. 12. The EnterpriseAdministration Discipline. Workflow. Manage Enterprise Physical Assets. Manage Enterprise Information Assets. Manage Enterprise Security. Support Project Teams. Case Studies. Data Management. Security. Anti-Patterns. Timing. Tools. Relation to Other Disciplines. Summary. 13. The Software Process Improvement Discipline. Workflow. Assess Process Needs. Create Process. Tailor Process. Deploy Process. Support Project Teams. Case Studies. The Big-Bang Approach to SPI. An Incremental Approach to SPI. Publishing and Supporting Corporate Guidance. Corporate Governance. Anti-Patterns. Timing. Tools. Relation to Other Disciplines. Summary. IV. PUTTING IT ALL TOGETHER. 14. Adopting the EnterpriseUnified Process. Software Process Improvement Implementation. Proceed Incrementally. The Inception Phase of an EUP Adoption Project. The Elaboration Phase of an EUP Adoption Project. The Construction Phase of an EUP Adoption Project. The Transition Phase of an EUP Adoption Project. The Production Phase of an EUP Adoption Project. The Retirement Phase of an EUP Adoption Project. Training. Mentoring. Measure Progress. Success. Summary. 15. Parting Thoughts. Appendix A: Roles. Appendix B: Artifacts. Appendix C: Glossary. Appendix D: Acronyms and Abbreviations. References and Recommended Reading. Index.
Samuel Aryee - One of the best experts on this subject based on the ideXlab platform.
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test of a mediation model of perceived Organizational Support
Journal of Vocational Behavior, 2005Co-Authors: Zhen Xiong Chen, Samuel AryeeAbstract:This study examined the mediating influence of trust in Organization (TIO) and Organization-based self-esteem (OBSE) on the relationship between perceived Organization Support (POS) and its work outcomes. Data were obtained from employee–supervisor dyads from multiple Organizations located in a major city in southern China. Structural equation modeling results revealed that: (a) POS related to TIO and OBSE and (b) TIO and OBSE fully mediated the relationship between POS and the work outcomes of Organizational commitment and in-role performance, but partially mediated the POS–Organizational citizenship behavior relationship.
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test of a mediation model of perceived Organizational Support
Journal of Vocational Behavior, 2005Co-Authors: Zhen Xiong Chen, Samuel Aryee, Cynthia LeeAbstract:This study examined the mediating influence of trust in Organization (TIO) and Organization-based self-esteem (OBSE) on the relationship between perceived Organization Support (POS) and its work outcomes. Data were obtained from employee–supervisor dyads from multiple Organizations located in a major city in southern China. Structural equation modeling results revealed that: (a) POS related to TIO and OBSE and (b) TIO and OBSE fully mediated the relationship between POS and the work outcomes of Organizational commitment and in-role performance, but partially mediated the POS–Organizational citizenship behavior relationship.
Zhen Xiong Chen - One of the best experts on this subject based on the ideXlab platform.
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test of a mediation model of perceived Organizational Support
Journal of Vocational Behavior, 2005Co-Authors: Zhen Xiong Chen, Samuel AryeeAbstract:This study examined the mediating influence of trust in Organization (TIO) and Organization-based self-esteem (OBSE) on the relationship between perceived Organization Support (POS) and its work outcomes. Data were obtained from employee–supervisor dyads from multiple Organizations located in a major city in southern China. Structural equation modeling results revealed that: (a) POS related to TIO and OBSE and (b) TIO and OBSE fully mediated the relationship between POS and the work outcomes of Organizational commitment and in-role performance, but partially mediated the POS–Organizational citizenship behavior relationship.
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test of a mediation model of perceived Organizational Support
Journal of Vocational Behavior, 2005Co-Authors: Zhen Xiong Chen, Samuel Aryee, Cynthia LeeAbstract:This study examined the mediating influence of trust in Organization (TIO) and Organization-based self-esteem (OBSE) on the relationship between perceived Organization Support (POS) and its work outcomes. Data were obtained from employee–supervisor dyads from multiple Organizations located in a major city in southern China. Structural equation modeling results revealed that: (a) POS related to TIO and OBSE and (b) TIO and OBSE fully mediated the relationship between POS and the work outcomes of Organizational commitment and in-role performance, but partially mediated the POS–Organizational citizenship behavior relationship.
Ellen Ernst Kossek - One of the best experts on this subject based on the ideXlab platform.
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Workplace social Support and work-family conflict: A meta-analysis clarifying the influence of general and work-family-specific supervisor and Organizational Support
Personnel Psychology, 2011Co-Authors: Ellen Ernst Kossek, Todd Bodner, Shaun Pichler, Leslie B HammerAbstract:This article uses meta-analysis to develop a model integrating research on relationships between employee perceptions of general and work-family-specific supervisor and Organizational Support and work-family conflict. Drawing on 115 samples from 85 studies comprising 72,507 employees, we compared the relative influence of 4 types of workplace social Support to work-family conflict: perceived Organizational Support (POS); supervisor Support; perceived Organizational work-family Support, also known as family-Supportive Organizational perceptions (FSOP); and supervisor work-family Support. Results show work-family-specific constructs of supervisor Support and Organization Support are more strongly related to work-family conflict than general supervisor Support and Organization Support, respectively. We then test a mediation model assessing the effects of all measures at once and show positive perceptions of general and work-family-specific supervisor indirectly relate to work-family conflict via Organizational work-family Support. These results demonstrate that work-family-specific Support plays a central role in individuals' work-family conflict experiences.