Does Professionalism Matter in the IT Workforce? An Empirical Examination of IT Professionals

Dinger, Michael; Thatcher, Jason Bennett; Treadway, Darren C.; Stepina, Lee P.; Breland, Jacob W.

doi:10.17705/1jais.00392

Cited by 39 publications

(33 citation statements)

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“…Job characteristics are strongly related to job satisfaction and work exhaustion (e.g., Ahuja et al, 2007;Moore, 2000;Morris & Venkatesh, 2010;Rutner et al, 2008;Thatcher et al, 2002). While studies on turnover in broad populations of IT professionals (Dinger, Thatcher, Treadway, Stepina, & Breland, 2015;Moore, 2000;Thatcher et al, 2006) and more narrowly defined populations such as IT road warriors (Ahuja et al, 2007) and software developers (Ply, Moore, Williams, & Thatcher, 2012) have found the JCM to be useful to explain job satisfaction, we lack rigorous research on how agile methods impact employee perceptions of job characteristics or job satisfaction is scarce (for an exception, see Pedrycz, Russo, & Succi, 2011).…”

Section: The Job Characteristics Model and Agile Development Teamsmentioning

confidence: 99%

Job Satisfaction in Agile Development Teams: Agile Development as Work Redesign

Tripp¹,

Rienemschneider²,

Thatcher³

2016

JAIS

Self Cite

146

171

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Agile software-development advocates claim that an important value proposition of agile methods is that they make people more motivated and satisfied with their jobs. While several studies present anecdotal evidence that agile methods increase motivation and satisfaction, research has not theoretically explained or empirically examined how agile development practices relate to team members' feelings about their work. Drawing on the management and software-development literature, we articulate a model of job design that connects agile development practices to perceptions of job characteristics and, thereby, improve agile team members' job satisfaction. Using data collected from 252 software-development professionals, we tested the model and found a positive relationship between agile projectmanagement and software-development practices and employees' perceptions of job characteristics. Further, we found direct effects between agile development-practice use and job satisfaction. Finally, we found interaction effects between the use of agile project-management and software-development approaches and the perception of job autonomy. With this study, we contribute to the literature by theoretically explaining and directly evaluating agile development practices' impact on individuals' perceptions about their job characteristics and on their job satisfaction.

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Section: The Job Characteristics Model and Agile Development Teamsmentioning

confidence: 99%

Job Satisfaction in Agile Development Teams: Agile Development as Work Redesign

Tripp¹,

Rienemschneider²,

Thatcher³

2016

JAIS

Self Cite

146

171

View full text Add to dashboard Cite

show abstract

“…Fourth, our study adds to previous IS literature that has, independent of the offshoring setting, underscored the significance of work design aspects and respective attitudes, behaviors, and performance implications for IS professionals (Dinger et al, 2015;Thatcher et al, 2002Thatcher et al, , 2006Tripp et al, 2016). This stream of research has used work characteristics concepts to investigate IS professionals' job satisfaction (Tripp et al, 2016), turnover intention (Dinger et al, 2015;Thatcher et al, 2002Thatcher et al, , 2006, and work exhaustion (e.g.…”

Section: Journal Of Information Technology 00(0)mentioning

confidence: 69%

How do offshoring-related changes in job characteristics affect onshore managers’ affective organizational commitment? The moderating role of perceived organizational valence

Zimmermann

Lioliou

Oliveira

2020

Journal of Information Technology

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Offshoring—the transfer of work activities to providers in offshore countries—has for some time affected the nature of work in onshore locations. Not much is however known about the reactions of onshore job incumbents to such changes. In this article, we use a survey of UK firms to examine the relationship between perceived changes in onshore managers’ work characteristics induced by information systems offshoring and managers’ affective organizational commitment. We found that a perceived increase in onshore managers’ job complexity was associated with higher affective organizational commitment only if managers also perceived organizational valence, that is, only if they believed that information systems offshoring benefited their organization. A perceived increase in cross-cultural work was associated with higher affective organizational commitment, and this association was positively moderated by managers’ perceptions of organizational valence. Using the offshoring context, our findings provide insights into consequences of contemporary changes in the nature of work in developed countries and to explain the diverse reactions of onshore job incumbents to such changes.

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“…At the moment, academics view reviewing as a professional (i.e., an ethical) duty. Public service (e.g., reviewing) is part and parcel of a professional identity (Dinger, Stepina, Thatcher, Breland, & Treadway, 2015). Paying reviewers could have negative impacts on reviewers' professional identity with concomitant negative effects on the IS academic profession as a whole (Underhill, 2016).…”

Section: Drawbacksmentioning

confidence: 99%

ICIS 2017 Panel Report: Break Your Shackles! Emancipating Information Systems from the Tyranny of Peer Review

Chua¹,

Thatcher²,

Niederman³

et al. 2018

CAIS

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The paper presents the report of a panel that debated the review process in the information systems (IS) discipline at ICIS 2017 in Seoul, Korea. The panel asked the fundamental question of whether we need to rethink the way we review papers in the discipline. The panelists partnered with the audience to explore some reviewing limitations in IS today and the ways that reviewing in the discipline might change to address some of its difficulties. We first report key concerns with modern reviewing. We then present arguments for and against three proposals (i.e., paying for reviews, mandatory reviews, and open reviews) and a panel audience vote on the issues. We neither advocate for nor condemn these solutions but rather use them to illustrate what we believe represent the core underlying issues with reviewing in the IS discipline. Specifically, we believe the key stumbling blocks to effectively improving our review process include 1) a lack of empirical data on actual practice, 2) a lack of clear goals, and 3) an ignorance of the possible solutions to the review dilemma that the wider literature articulates.

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Does Professionalism Matter in the IT Workforce? An Empirical Examination of IT Professionals

Cited by 39 publications

References 0 publications

Job Satisfaction in Agile Development Teams: Agile Development as Work Redesign

Job Satisfaction in Agile Development Teams: Agile Development as Work Redesign

How do offshoring-related changes in job characteristics affect onshore managers’ affective organizational commitment? The moderating role of perceived organizational valence

ICIS 2017 Panel Report: Break Your Shackles! Emancipating Information Systems from the Tyranny of Peer Review

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