Are Information Systems People Different: An Investigation of Motivational Differences

Abstract

Comparison of motivational patterns of information systems (IS) and non-information systems people in the same occupational group reveals no significant differences. This finding contrasts with prior writings. Conceptually, this study focuses on a more complete set of motivators of productive work behavior. Methodologically, it measures motivators with a constrained-choice checklist, samples employees from the insurance industry, and statistically tests for IS and non-IS differences within clerical~operations, technical~professional, and managerial occupational groups. Until further study shows otherwise, this study suggests that IS people are as motivationally normal while doing their job as other workers in their occupational group.

Relationships among Perceived Organizational Core Values, Corporate Social Responsibility, Ethics, and Organizational Performance Outcomes: An Empirical Study of Information Technology Professionals

“…Previous studies (Ferratt and Short, 1986;Vitell and Festervand, 1987) suggested or implied the need for investigation into the role of organizational values and beliefs as a determinant of the ethical and social responsibility attitudes and behaviors of IT professionals. While recognizing the important contributions of some past empirical studies on the ethical beliefs, ethical attitudes, and ethical behaviors of MIS professionals (e.g., Paradice, 1990;Vitell and Davis, 1990), not enough has been done to examine the relationships among the fundamental core organizational values, the IT professionals' ethics and social responsibility, and organizational performance outcomes.…”

Motivating Software Engineers Working in Virtual Teams Across the Globe

“…Developing software is essentially a human intellectual and social activity (Ferratt and Short 1986;Burn et al 1992;Jordan and Whiteley 1994;Garza et al 2003;Sumner et al 2005). If the work is viewed as repetitive, boring, and fragmented, then the individual may not feel part of the overall organization and may perceive their work to be meaningless.…”

“…If the work is viewed as repetitive, boring, and fragmented, then the individual may not feel part of the overall organization and may perceive their work to be meaningless. It is important for engineers' motivation that they perceive that their contributions matter (Ferratt and Short 1986;Crepeau et al 1992;Garza et al 2003). Research shows that monotony creates apathy, dissatisfaction, and carelessness (Crepeau et al 1992;Peters 2003;Sumner et al 2005;Ituma 2006), particularly when an individual does not develop new skills.…”

Carreira e relações de trabalho na prestação de serviços de tecnologia da informação: a visão dos profissionais de TI e seus gerentes

“…Ferratt e Short (1986), por exemplo, fizeram essa observação numa pesquisa realizada com 1005 participantes de mais de 100 empresas de seguros dos EUA. Com base em seus resultados, os autores propuseram cinco fatores que podem motivar profissionais de TI a adotar um comportamento produtivo no ambiente de trabalho:…”