Using job support tools to increase workgroup performance

Abstract

Purpose

To assess and share the experiences of users of a new generation of practical and knowledge‐based job support tools.

Design/methodology/approach

To illustrate distinguishing features of job support tools and the use of multi‐media capabilities with examples of sales support tools.

Findings

The tools mentioned and other similar tools examined by the underpinning research programme have had a very significant and beneficial impact on performance.

Practical implications

Job support tools can make it easier for important work groups to undertake complex tasks. The essence of the greater success of superstar performers can be captured and shared by means of support tools that can be constructed to encourage adoption, build understanding with each use and change behaviours with benefits for both people and organisations.

Originality/value

Shares the experiences of early adopters and draws practical lessons from them.

Citation

Coulson‐Thomas, C. (2005), "Using job support tools to increase workgroup performance", International Journal of Productivity and Performance Management, Vol. 54 No. 3, pp. 206-211. https://doi.org/10.1108/17410400510584910