Motivation and Autonomy in Global Software Development

Noll, John; Beecham, Sarah; Razzak, Abdur; Richardson, Bob; Barcomb, Ann; Richardson, Ita

doi:10.1007/978-3-319-70305-3_2

Cited by 13 publications

(19 citation statements)

References 38 publications

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“…What interventions can increase enthusiasm? This work can extend existing work on developer happiness [24] and motivation [25]. Another notable feature is the ranking of factors from the COCOMO II line of research.…”

Section: Peer Support For New Ideas (F2)mentioning

confidence: 70%

What Predicts Software Developers’ Productivity?

Murphy-Hill

Jaspan

Sadowski

et al. 2021

IIEEE Trans. Software Eng.

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Organizations have a variety of options to help their software developers become their most productive selves, from modifying office layouts, to investing in better tools, to cleaning up the source code. But which options will have the biggest impact? Drawing from the literature in software engineering and industrial/organizational psychology to identify factors that correlate with productivity, we designed a survey that asked 622 developers across 3 companies about these productivity factors and about self-rated productivity. Our results suggest that the factors that most strongly correlate with self-rated productivity were non-technical factors, such as job enthusiasm, peer support for new ideas, and receiving useful feedback about job performance. Compared to other knowledge workers, our results also suggest that software developers' self-rated productivity is more strongly related to task variety and ability to work remotely.

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Section: Peer Support For New Ideas (F2)mentioning

confidence: 70%

What Predicts Software Developers’ Productivity?

Murphy-Hill

Jaspan

Sadowski

et al. 2021

IIEEE Trans. Software Eng.

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“…This is somewhat less true of Pracmed at the individual level, but at the team level, Pracmed's development teams follow the Scrum philosophy of self-organization. In previous research, we have hypothesized that competent developers will not be motivated unless they have sufficient autonomy to exercise their competence [28]. It appears that, in the case of our offshoring companies, both conditions are met.…”

Section: Discussionmentioning

confidence: 92%

“…These three factors -relatedness, competence, and autonomy -capture the software developer's need to be part of a team, to learn new skills and develop existing skills, and to exercise those skills to the best of his or her ability; Ryan and Deci also note, however, that these dimensions need to be balanced: autonomy without competence can lead to stress, while lack of connectedness can lead to a feeling of isolation [28,34].…”

Section: Discussionmentioning

confidence: 99%

“…This view is not universal, as seen in the body of more recent research that identified software engineers as sociable people [5]. Certainly, the need for software engineers to communicate and relate to others is crucial in a GSD context [28]; this relatedness is one of the three dimensions of Ryan and Deci's "self determination theory" [34] (Fig. 3).…”

Section: Software Engineer Turnover In Gsdmentioning

confidence: 99%

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Employee retention and turnover in global software development

Bass

Beecham²,

Razzak³

et al. 2018

Proceedings of the 13th International Conference on Global Software Engineering

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Poor employee retention (high staff turnover) has a negative impact on software development productivity and product quality. Further, offshore outsourcing has a widely held reputation for particularly poor employee retention. Interestingly, in-house sites (regardless of location) do not suffer such high levels of staff turnover.We want to understand the factors affecting employee retention in-house and offshore outsourced settings, to better understand the potential impact of staff turnover on global software development.The research employed a mixed-method approach comprising two empirical case studies in industry involving 62 practitioners at three international companies conducting in-house and offshore outsourced software development. We collected practitioner perceptions of causal factors for employee retention and performed a cross-case analysis to triangulate our findings.Practitioners cited employment policies, work-life balance, workplace innovation, product quality, alignment of offshore work hours with onshore, long working hours and adverse impact on health as factors affecting staff retention. In-house offshore have more family friendly employment policies. In the outsourcing sector, the focus on customer satisfaction sometimes leads to less attractive work patterns.Offshore outsourcing service providers could improve development team member retention by improving work-life balance and adopting more family friendly employment policies.Permission to make digital or hard copies of part or all of this work for personal or classroom use is granted without fee provided that copies are not made or distributed for profit or commercial advantage and that copies bear this notice and the full citation on the first page. Copyrights for third-party components of this work must be honored. For all other uses, contact the owner/author(s CCS CONCEPTS• Software and its engineering → Software creation and management; Software development process management; Collaboration in software development;

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“…However, the management of resistance is important in eliciting the desired requirements and effectively carrying out change management activities. Noll et al [39] reported that F8 (Formalised relationship between development teams) is important in the RCM process, particularly when the agile development process is used in the context of a GSD environment. Garbajosa et al [40] emphasised that the relationships of overseas team members should be formalised to share and accommodate secret requirements and build trust.…”

Section: Research Backgroundmentioning

confidence: 99%

Toward successful agile requirements change management process in global software development: a client–vendor analysis

2020

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Requirements change management (RCM) is an important and complicated phase in the agile for the software development process. The objective of this study was to identify and analyse the factors that can positively affect the agile RCM (ARCM) process in the context of global software development (GSD). To this end, a questionnaire survey was carried out with researcher and practitioner participants working in the field of GSD. From the 56 survey respondents, a total of 20 factors that can positively influence the ARCM activities in GSD were identified. The authors also performed a client-vendor-based analysis to investigate the significance of the considered factors for different organisation types. Additionally, they compared the data collected from researchers and practitioners. The comparison results (r s (20) = 0.076) revealed that there exists a positive correlation between the rankings in each data set. The investigated factors were mapped to ten project management book of knowledge areas, and the mapping results revealed that human resource management is the most significant knowledge area amongst the investigated factors. The findings of this study provide a robust framework to assist GSD firms in implementing ARCM activities.

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Motivation and Autonomy in Global Software Development

Cited by 13 publications

References 38 publications

What Predicts Software Developers’ Productivity?

What Predicts Software Developers’ Productivity?

Employee retention and turnover in global software development

Toward successful agile requirements change management process in global software development: a client–vendor analysis

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