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Interpersonal effectiveness of information technology professionals
Author
Lim, Teck Soon
Supervisor
Tay-Koay, Siew Luan
Abstract
This research study was mooted as a result of the emphasis and the importance placed on the need for Information Technology (IT) professionals to possess excellent interpersonal effectiveness. Interpersonal effectiveness can be defined as the degree to which our intentions match up with the consequences of our behaviour. In this research study, the author attempted to look at the interpersonal effectiveness of IT professionals in government ministries. In operational terms, IT professionals' interpersonal effectiveness would be evaluated by measuring their achievement against the outcome of their established interpersonal relationship with customers, team members and vendors. This study attempted to find out if there was a significant difference in personality traits such as warmth, emotional stability, trustful accessibility, confident adequacy and low nervous tension between those who were strong in interpersonal effectiveness and those who were weak in interpersonal effectiveness for a sample group of 49 IT professionals who are working in government ministries. It also examined whether interpersonal effectiveness of the sample group were influenced by their demographic profiles such as gender, age, number of years of lT working experience, job competence, and managerial status.
This study used two instruments, the Enneagram Personality Portraits Inventory and Profile by Aspell and Aspell (1997) and the 16 Personality Factor Test by Catell and Eber (1970). Both psychological instruments are well validated. The results showed that warmth, emotional stability, confident adequacy and a low nervous tension are critical personality traits that constitute strong interpersonal effectiveness. All these personality traits lend to the ability to engage in meaningful relationships thereby producing desirable outcomes. This study found that there is a significant difference in interpersonal effectiveness between IT managers and IT non-managers. Also, this study revealed that those who possess between five and eight years of IT working experience seem to have stronger interpersonal effectiveness. Lastly, this study also showed that there was no significant difference in interpersonal effectiveness between outstanding performers and competent perfonners, male and female IT professionals and IT professionals of the various age groups.
The findings of this study indicate several implications. Firstly, there is a need to select a suitable instrument to administer to new recruits to determine if they possess the essential personality traits that contribute to interpersonal effectiveness. Secondly, there is a need to establish strategies to retain top performers who possess strong interpersonal effectiveness. Thirdly, there is a need to develop those who are weak in interpersonal skills by providing training programmes and by establishing a mentoring system to guide and equip them with good interpersonal skills. Fourthly, there is a need to review the appraisal system to emphasise not only technical competence but also interpersonal effectiveness competence.
Finally, the author emphasises the importance of using emotional intelligence, diplomacy and the adoption of principle-centred leadership in the development of IT professionals in the area of interpersonal effectiveness.
This study used two instruments, the Enneagram Personality Portraits Inventory and Profile by Aspell and Aspell (1997) and the 16 Personality Factor Test by Catell and Eber (1970). Both psychological instruments are well validated. The results showed that warmth, emotional stability, confident adequacy and a low nervous tension are critical personality traits that constitute strong interpersonal effectiveness. All these personality traits lend to the ability to engage in meaningful relationships thereby producing desirable outcomes. This study found that there is a significant difference in interpersonal effectiveness between IT managers and IT non-managers. Also, this study revealed that those who possess between five and eight years of IT working experience seem to have stronger interpersonal effectiveness. Lastly, this study also showed that there was no significant difference in interpersonal effectiveness between outstanding performers and competent perfonners, male and female IT professionals and IT professionals of the various age groups.
The findings of this study indicate several implications. Firstly, there is a need to select a suitable instrument to administer to new recruits to determine if they possess the essential personality traits that contribute to interpersonal effectiveness. Secondly, there is a need to establish strategies to retain top performers who possess strong interpersonal effectiveness. Thirdly, there is a need to develop those who are weak in interpersonal skills by providing training programmes and by establishing a mentoring system to guide and equip them with good interpersonal skills. Fourthly, there is a need to review the appraisal system to emphasise not only technical competence but also interpersonal effectiveness competence.
Finally, the author emphasises the importance of using emotional intelligence, diplomacy and the adoption of principle-centred leadership in the development of IT professionals in the area of interpersonal effectiveness.
Date Issued
2000
Call Number
HM132 Lim
Date Submitted
2000