Meetings at work: Perceived effectiveness and recommended improvements
Meetings at work: Perceived effectiveness and recommended improvements
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工作中的会议：感知的有效性和建议的改进
DOI：
10.1016/j.jbusres.2015.02.015
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发表时间：
2015
影响因子：
11.3
通讯作者：
P. Warr
中科院分区：
文献类型：
--
作者：
J. Geimer;D. Leach;J. DeSimone;S. Rogelberg;P. Warr
这项研究调查了为什么很大比例的会议仍然被认为是对时间的不良利用，尽管有大量关于如何改进的文献。来自41个国家和地区的员工就其典型会议的有效性以及如何提高有效性提出了意见。不到一半的受访者认为会议是对时间的有效利用。结果表明，员工经常被邀请参加与个人关系不大的会议，许多会议组织者未能应用基本的会议设计实践。调查结果表明，在原籍国、工作状态(兼职或全职)和组织类型上的反应模式存在差异，但在性别、监督地位和组织任期上没有差异。本研究提供了关于有效/无效的形式和改进形式的说明性评论，并讨论了其对理论发展、未来研究和实践的影响。
This study investigates why a large proportion of meetings continue to be regarded as a poor use of time, despite a substantial body of literature on how to make improvements. Employees from 41 countries provide comments on the effectiveness of their typical meetings and how to improve effectiveness. Less than half the respondents describe meetings as an effective use of time. The results suggest that employees are often invited to meetings of little personal relevance and many meeting organizers fail to apply fundamental meeting design practices. The findings show differences in response patterns for country of origin, job status (part- or full-time), and organizational type, but not for gender, supervisory status, and organizational tenure. The study provides illustrative comments about forms of effectiveness/ineffectiveness and forms of improvement, and discusses the implications with respect to theory development, future research, and practice.