Slide 8.1
People and IS
Ch 8 – Boddy et al
• An interpretive perspective
• Human–computer interaction
• Technology acceptance model
• Theories of human needs
• Using IS for commitment or control?
• Managing distributed work
• Socio-technical design
• Case: Nokia
Boddy et al., Managing Information Systems, 3rd Edition, © Pearson Education Limited 2009
Slide 8.2
An interpretive perspective
• People affect performance
• IS can add or diminish their contribution
• Systems failure usually because managers
ignored human aspects
• Recall Figure 1.6 (repeated as 8.1) which
showed contextual factors – especially internal
• People interpret these subjectively
Boddy et al., Managing Information Systems, 3rd Edition, © Pearson Education Limited 2009
Slide 8.3
Contexts of IS
Figure 8.1
The contexts of a computer-based information system
Boddy et al., Managing Information Systems, 3rd Edition, © Pearson Education Limited 2009
Slide 8.4
Human–computer interaction
• HCI seeks to understand both computer and
human being
• Five senses (vision, hearing, taste, smell and
touch)
• Vision helps design layout of screens
• Five principles of interface design
– Naturalness, consistency, relevance,
supportiveness, flexibility
Boddy et al., Managing Information Systems, 3rd Edition, © Pearson Education Limited 2009
Slide 8.5
UTAUT model
Figure 8.2
Unified Theory of Acceptance and Use of Technology
Source: Venkatesh et al. (2003)
Boddy et al., Managing Information Systems, 3rd Edition, © Pearson Education Limited 2009
Slide 8.6
Theory guides design
• Several established theories from which to
choose
• Distinguish between extrinsic and intrinsic
motivation
• Can IS design enhance intrinsic motivation?
Boddy et al., Managing Information Systems, 3rd Edition, © Pearson Education Limited 2009
Slide 8.7
Designing motivating work
Figure 8.4
The work design model
Source: Hackman and Oldham (1980)
Boddy et al., Managing Information Systems, 3rd Edition, © Pearson Education Limited 2009
Slide 8.8
The implementing
concepts in practice
Boddy et al., Managing Information Systems, 3rd Edition, © Pearson Education Limited 2009
Slide 8.9
Using IS for commitment or control
Design can replace or complement skills
• Replacement makes people psychologically
distant and less able to contribute
• Complementarity adds information
develops interest, more able to contribute
Boddy et al., Managing Information Systems, 3rd Edition, © Pearson Education Limited 2009
Slide 8.10
Design also affects the
management role
Figure 8.5
Information systems, human contribution and management role
Boddy et al., Managing Information Systems, 3rd Edition, © Pearson Education Limited 2009
Slide 8.11
Managing distributed work
Figure 8.6
A framework for studying distributed work arrangements
Source: Copyright 1998 from Distributed work arrangements: a research framework by Belanger, F. and Collins, R. W. Reproduced by permission of Taylor & Francis, Inc.,
http://www.taylorandfrancis.com
Boddy et al., Managing Information Systems, 3rd Edition, © Pearson Education Limited 2009
Slide 8.12
Management practices for remote
working
• Ensure that technology is supported by
– Clarifying roles and relationships
– Agreement on working methods
– Planning some face to face contact
Boddy et al., Managing Information Systems, 3rd Edition, © Pearson Education Limited 2009
Slide 8.13
Socio-technical systems
Figure 8.7
The organisation as a socio-technical system
Boddy et al., Managing Information Systems, 3rd Edition, © Pearson Education Limited 2009
Slide 8.14
Using the STS approach
(Eason 2007)
• Study work as a socio-tech system
• Understand the ambitions of local stakeholders
• Create local planning teams of relevant stakeholders
• Implications of externally-developed systems for local
system
• Design new system that exploits IS and meets local
ambitions
• Use action research to learn from doing
Boddy et al., Managing Information Systems, 3rd Edition, © Pearson Education Limited 2009