Ron Thompson

Without complete and accurate status information, a project manager’s ability to monitor progress, allocate resources effectively, and detect and respond to problems is greatly diminished, and this can lead to impaired project performance. Many different factors can contribute to intentional misreporting of status information by project members to the project manager. In this study, the impact of organizational ethical climate was assessed through the analysis of responses from 228 project members drawn from a variety of ongoing information systems projects. Our results revealed that project members who perceived their organization to be one in which rules are followed strictly tended to misreport less, while those operating in an environment dominated by personal self-interest tended to misreport more. Somewhat surprisingly, the existence of a caring, team-spirited environment did not appear to have an impact on misreporting behaviors. Implications for researchers and project managers are discussed.

This report provides a summary of findings from an ethnographic study of work?based learning provision for 16?18?year?olds who would otherwise fall into the UK Government category of not in education, employment or training (NEET). The research project took place in the north of England during 2008?2009, and investigated the biographies, experiences and aspirations of young people and practitioners working on Entry to Employment (E2E) programmes in four learning sites. The detailed research findings are reported in four papers covering the conceptual background to E2E, and the experiences of learners, tutors and Connexions personal advisers involved with the programme. This report highlights and synthesises some of the key issues raised by these papers and looks ahead to a three?year longitudinal study of NEET young people which is intended to continue and extend this work, providing an opportunity to follow this group during a period of far?reaching economic and political change