Person-organization (P-O) fit is an important concept for understanding the attitudes and behavior of individuals in organizations, in general, and information technology (IT) professionals, in particular. The objective of this paper is to examine a controversial issue related to the measurement of P-O fit. We explain the controversy and empirically investigate it using a sample of IT professionals.
{"title":"An empirical comparison of direct and indirect measures of person-organization (P-O) fit","authors":"T. Ferratt, H. Enns, J. Prasad","doi":"10.1145/1055973.1056005","DOIUrl":"https://doi.org/10.1145/1055973.1056005","url":null,"abstract":"Person-organization (P-O) fit is an important concept for understanding the attitudes and behavior of individuals in organizations, in general, and information technology (IT) professionals, in particular. The objective of this paper is to examine a controversial issue related to the measurement of P-O fit. We explain the controversy and empirically investigate it using a sample of IT professionals.","PeriodicalId":318957,"journal":{"name":"SIGMIS CPR '05","volume":"36 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2005-04-14","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"123526292","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Electronic commerce (e-commerce) personnel are instrumental in developing and maintaining electronic commerce programs and projects within firms. In spite of the dot-com bust, the number of firms developing and using e-commerce for interactions with customers and suppliers is growing. Personnel competence as individuals and as a group can be a decisive force in determining the level of success of e-commerce projects. This paper used in-depth interviews toward creating a better understanding of broad concepts and values in this area. More specifically, it examines the management and staffing of e-commerce projects in terms of how work is organized, which organizational unit governs e-commerce programs and management, how staff are assigned to projects and what skills are critical, and how outcomes are measured. Significant variance was identified in each of these areas.
{"title":"Staffing and management of e-commerce programs and projects","authors":"F. Niederman","doi":"10.1145/1055973.1055988","DOIUrl":"https://doi.org/10.1145/1055973.1055988","url":null,"abstract":"Electronic commerce (e-commerce) personnel are instrumental in developing and maintaining electronic commerce programs and projects within firms. In spite of the dot-com bust, the number of firms developing and using e-commerce for interactions with customers and suppliers is growing. Personnel competence as individuals and as a group can be a decisive force in determining the level of success of e-commerce projects. This paper used in-depth interviews toward creating a better understanding of broad concepts and values in this area. More specifically, it examines the management and staffing of e-commerce projects in terms of how work is organized, which organizational unit governs e-commerce programs and management, how staff are assigned to projects and what skills are critical, and how outcomes are measured. Significant variance was identified in each of these areas.","PeriodicalId":318957,"journal":{"name":"SIGMIS CPR '05","volume":"52 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2005-04-14","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"127345995","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Darwin introduced the world to his theory on environmental change in the adaptation of different species; although his book originally appeared in 1842, the concepts are still relevant to provide a lens through which IT career management can be examined. Key terms in nature such as environmental change and evolution are also applicable and exist in the business environment and organizations today. In business as in nature, environmental changes influence opportunities and modification occurs to meet different needs. Just as organizations have evolved from the elaborate and complex hierarchies to new organizational forms such as matrix, virtual, and flat, the individuals working in these organizations have also had to change with the organizations. The business environment has evolved from one of predictability and long-term planning to one of rapid changes, unpredictability and global competition. One key area in need of modification is career management; current views on career management are based on old organizational concepts and models that are inappropriate for the current, rapidly changing environment. To meet these changes, Cheseborough & Davis (1983) recommended that IT professionals assume responsibility for their own careers. Many other research efforts since then have made the same recommendation, but there is little research and limited information to indicate if personal career management ever really occurred or to what extent.Traditional career management was previously accomplished between individuals and organizations through slow but deliberate progression and career ladders, and individuals relied on supervisors, experience and the passage of time for promotion. The business environment has radically changed; organizations rarely support traditional career ladders; the dual ladders in IT have provided less than stellar outcomes (Allen & Katz, 1986).
{"title":"Lessons from Darwin: adaptation and career management for IT professionals","authors":"Diane Bandow","doi":"10.1145/1055973.1055992","DOIUrl":"https://doi.org/10.1145/1055973.1055992","url":null,"abstract":"Darwin introduced the world to his theory on environmental change in the adaptation of different species; although his book originally appeared in 1842, the concepts are still relevant to provide a lens through which IT career management can be examined. Key terms in nature such as environmental change and evolution are also applicable and exist in the business environment and organizations today. In business as in nature, environmental changes influence opportunities and modification occurs to meet different needs. Just as organizations have evolved from the elaborate and complex hierarchies to new organizational forms such as matrix, virtual, and flat, the individuals working in these organizations have also had to change with the organizations. The business environment has evolved from one of predictability and long-term planning to one of rapid changes, unpredictability and global competition. One key area in need of modification is career management; current views on career management are based on old organizational concepts and models that are inappropriate for the current, rapidly changing environment. To meet these changes, Cheseborough & Davis (1983) recommended that IT professionals assume responsibility for their own careers. Many other research efforts since then have made the same recommendation, but there is little research and limited information to indicate if personal career management ever really occurred or to what extent.Traditional career management was previously accomplished between individuals and organizations through slow but deliberate progression and career ladders, and individuals relied on supervisors, experience and the passage of time for promotion. The business environment has radically changed; organizations rarely support traditional career ladders; the dual ladders in IT have provided less than stellar outcomes (Allen & Katz, 1986).","PeriodicalId":318957,"journal":{"name":"SIGMIS CPR '05","volume":"29 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2005-04-14","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"123764427","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Diane Bandow, G. Batchelor, Caroline Howard, C. B. Winter, Carl Clark
Carl B. Winter IT Application Development Manager Georgia Department of Labor 223 Courtland Building, Suite 206 148 Andrew Young International Blvd. NE Atlanta, GA 30303-1751 404 232-7662 Carl.Winter@dol.state.ga.us Grady Batchelor President Campus on Demand / GBA, Inc. 343 Tingle Road Double Springs, AL 35553 205 489-8917 GBatchelor@tourou.edu Caroline Howard Associate Professor College of Business Touro International University 12820 Bucksport Dr. Roswell, GA 30075 choward@tourou.edu
Carl B. Winter IT应用开发经理乔治亚州劳工部考特兰大厦223号，206室，安德鲁杨国际大道148号。东北亚特兰大，GA 30303-1751 404 232-7662 Carl.Winter@dol.state.ga.us格雷迪·巴彻勒校长校园按需/ GBA, Inc. 343 Tingle路双泉，AL 35553 205 489-8917 GBatchelor@tourou.edu卡罗琳·霍华德副教授商学院图罗国际大学12820巴克波特罗斯韦尔博士，GA 30075 choward@tourou.edu
{"title":"Redesigning human resources for IT: meeting organizational needs in a changing environment","authors":"Diane Bandow, G. Batchelor, Caroline Howard, C. B. Winter, Carl Clark","doi":"10.1145/1055973.1055990","DOIUrl":"https://doi.org/10.1145/1055973.1055990","url":null,"abstract":"Carl B. Winter IT Application Development Manager Georgia Department of Labor 223 Courtland Building, Suite 206 148 Andrew Young International Blvd. NE Atlanta, GA 30303-1751 404 232-7662 Carl.Winter@dol.state.ga.us Grady Batchelor President Campus on Demand / GBA, Inc. 343 Tingle Road Double Springs, AL 35553 205 489-8917 GBatchelor@tourou.edu Caroline Howard Associate Professor College of Business Touro International University 12820 Bucksport Dr. Roswell, GA 30075 choward@tourou.edu","PeriodicalId":318957,"journal":{"name":"SIGMIS CPR '05","volume":"19 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2005-04-14","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"114885023","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
The management of information technology (IT) personnel poses unique challenges, but managers may be able to provide IT professionals with appropriate opportunities and career paths by matching individual expectations with job characteristics. This study is designed to identify the career anchors possessed by current IT personnel and to identify which career anchors are the strongest determinants of organizational commitment. Results from a pilot study identified four career anchors or orientations prevalent in IT personnel: Creativity, Autonomy, Identity, and Variety. Responses from sixty-six IT professionals were analyzed; and a weighted variation of Time in Job, Variety, Autonomy, and Identity explained 38% of the variation in Organizational Commitment.
{"title":"Career orientation and organizational commitment of IT personnel","authors":"M. Sumner, S. Yager, D. Franke","doi":"10.1145/1055973.1056002","DOIUrl":"https://doi.org/10.1145/1055973.1056002","url":null,"abstract":"The management of information technology (IT) personnel poses unique challenges, but managers may be able to provide IT professionals with appropriate opportunities and career paths by matching individual expectations with job characteristics. This study is designed to identify the career anchors possessed by current IT personnel and to identify which career anchors are the strongest determinants of organizational commitment. Results from a pilot study identified four career anchors or orientations prevalent in IT personnel: Creativity, Autonomy, Identity, and Variety. Responses from sixty-six IT professionals were analyzed; and a weighted variation of Time in Job, Variety, Autonomy, and Identity explained 38% of the variation in Organizational Commitment.","PeriodicalId":318957,"journal":{"name":"SIGMIS CPR '05","volume":"18 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2005-04-14","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"128732365","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
In Europe, companies are increasing their investments in home-PCs to employees for use at home. These investments are stimulated by tax regulations mainly driven by the assumption that these investments increase IT competence and competitiveness. However, there are few empirical studies that have analysed these assumptions. This paper contributes with empirical data to the relationship between the management of home-PC arrangements and business value. The relationship between home-PC investments, financial-, training- and support strategies, and business value is explored with interview data from 8 Norwegian companies, consultants and technology providers followed by an empirical survey in 69 companies. The main results suggest that home-PCs stimulate knowledge creation, but also that tax regulation can be counterproductive. The paper concludes with suggestions for further research. The results have implications for business and government leaders globally, as they make policy decisions regarding the implementation of programs that stimulate the adoption of home-PCs that are intended to stimulate IT competence.
{"title":"Company investments in home-PCs: realising business value through human resource development?","authors":"T. Eikebrokk, Bjørn Furuholt","doi":"10.1145/1055973.1055996","DOIUrl":"https://doi.org/10.1145/1055973.1055996","url":null,"abstract":"In Europe, companies are increasing their investments in home-PCs to employees for use at home. These investments are stimulated by tax regulations mainly driven by the assumption that these investments increase IT competence and competitiveness. However, there are few empirical studies that have analysed these assumptions. This paper contributes with empirical data to the relationship between the management of home-PC arrangements and business value. The relationship between home-PC investments, financial-, training- and support strategies, and business value is explored with interview data from 8 Norwegian companies, consultants and technology providers followed by an empirical survey in 69 companies. The main results suggest that home-PCs stimulate knowledge creation, but also that tax regulation can be counterproductive. The paper concludes with suggestions for further research. The results have implications for business and government leaders globally, as they make policy decisions regarding the implementation of programs that stimulate the adoption of home-PCs that are intended to stimulate IT competence.","PeriodicalId":318957,"journal":{"name":"SIGMIS CPR '05","volume":"15 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2005-04-14","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"132831082","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Turnover has always been regarded as dysfunctional for organizations especially in the IT industry. Research and practice has focused on retaining IT professionals. IT companies have made efforts to retain their workers by increasing salaries, fringe benefits and in general, create an environment attractive for high performing knowledge workers. In this paper, we present a different perspective and argue that turnover is a possible strategic facilitator for organizational development. Using theory of planned behavior, theory of psychological contracts and building upon prior research in IT turnover, we propose a model which we call Strategic Turnover Management Process (STMP). In developing our model, we supplemented the theoretical and empirical premises with data gathered from an internationally known IT consulting company. The model has three stages - assessing employees' intentions, deciding on intervention measures, and enacting actual intervention. We propose ways of implementing our model and conclude by stressing that preventing turnover should not be the goal of any organization, but rather be accepted as a natural part of the market dynamics. Organizations should not try to stop the water from flowing downstream, but aim to control its speed and direction.
{"title":"The other side of turnover: managing IT personnel strategically","authors":"H. Meland, Rolf Petter Waage, M. Sein","doi":"10.1145/1055973.1056001","DOIUrl":"https://doi.org/10.1145/1055973.1056001","url":null,"abstract":"Turnover has always been regarded as dysfunctional for organizations especially in the IT industry. Research and practice has focused on retaining IT professionals. IT companies have made efforts to retain their workers by increasing salaries, fringe benefits and in general, create an environment attractive for high performing knowledge workers. In this paper, we present a different perspective and argue that turnover is a possible strategic facilitator for organizational development. Using theory of planned behavior, theory of psychological contracts and building upon prior research in IT turnover, we propose a model which we call Strategic Turnover Management Process (STMP). In developing our model, we supplemented the theoretical and empirical premises with data gathered from an internationally known IT consulting company. The model has three stages - assessing employees' intentions, deciding on intervention measures, and enacting actual intervention. We propose ways of implementing our model and conclude by stressing that preventing turnover should not be the goal of any organization, but rather be accepted as a natural part of the market dynamics. Organizations should not try to stop the water from flowing downstream, but aim to control its speed and direction.","PeriodicalId":318957,"journal":{"name":"SIGMIS CPR '05","volume":"28 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2005-04-14","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"133505514","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
This study seeks to understand whether there are prototypical career paths in IT. We use sequence analysis to analyze actual work history of individuals who had held jobs in the IT profession. Our findings suggest that, contrary to the traditional view of a dual career path of IT professionals, IT professionals' careers actually follow one of three career paths: technical; managerial; or protean. We also find that individuals in the IT technical career path have significantly more IT technical experience compared to those in other career paths. We conclude this paper by discussing these results and identifying the implications for research and practice. This study makes a key contribution to the literature on IT professionals as being one of the first to analyze empirically the actual career paths of IT.
{"title":"Identifying the prototypical career paths of IT professionals: a sequence and cluster analysis","authors":"D. Joseph, Soon Ang, S. Slaughter","doi":"10.1145/1055973.1055994","DOIUrl":"https://doi.org/10.1145/1055973.1055994","url":null,"abstract":"This study seeks to understand whether there are prototypical career paths in IT. We use sequence analysis to analyze actual work history of individuals who had held jobs in the IT profession. Our findings suggest that, contrary to the traditional view of a dual career path of IT professionals, IT professionals' careers actually follow one of three career paths: technical; managerial; or protean. We also find that individuals in the IT technical career path have significantly more IT technical experience compared to those in other career paths. We conclude this paper by discussing these results and identifying the implications for research and practice. This study makes a key contribution to the literature on IT professionals as being one of the first to analyze empirically the actual career paths of IT.","PeriodicalId":318957,"journal":{"name":"SIGMIS CPR '05","volume":"79 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2005-04-14","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"121021397","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Some research findings show that women are even more likely than men to leave the information technology (IT) field and gender segregation in the types of jobs held within the broad field of IT is marked, with women especially rare in the higher paid job categories. Therefore, this study examines whether the gender segregation and turnover of women in IT, in part, shaped by the perception that the desired characteristics of IT workers that are necessary to be successful in IT occupations fit men more so than women. Research is being conducted at two organizations: a large international consulting firm and a Fortune 500 information technology company, limited to IT employees and stakeholders in the Northwest. This study is being conducted in two phases. The first phase activities involve focus group sessions and interviews at the participating organizations. In the second phase, a web-based company-specific survey will be developed and administered to a large sample of employees and stakeholders in each organization.
{"title":"Examining the masculinity and femininity of critical attributes necessary to succeed in IT","authors":"K. D. Joshi, Kristine M. Kuhn","doi":"10.1145/1055973.1055980","DOIUrl":"https://doi.org/10.1145/1055973.1055980","url":null,"abstract":"Some research findings show that women are even more likely than men to leave the information technology (IT) field and gender segregation in the types of jobs held within the broad field of IT is marked, with women especially rare in the higher paid job categories. Therefore, this study examines whether the gender segregation and turnover of women in IT, in part, shaped by the perception that the desired characteristics of IT workers that are necessary to be successful in IT occupations fit men more so than women. Research is being conducted at two organizations: a large international consulting firm and a Fortune 500 information technology company, limited to IT employees and stakeholders in the Northwest. This study is being conducted in two phases. The first phase activities involve focus group sessions and interviews at the participating organizations. In the second phase, a web-based company-specific survey will be developed and administered to a large sample of employees and stakeholders in each organization.","PeriodicalId":318957,"journal":{"name":"SIGMIS CPR '05","volume":"1 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2005-04-14","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"133363404","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Management of information technology (IT) human capital is more dynamic and diverse today as organizations use a variety and mixture of employment arrangements to gain IT core competency, cost, and productivity improvements, yet it is not well known how the employment arrangements affect the IT professional. Applying the psychological contract framework and social information processing theory in the investigation into the IT professional's psychological contract and the affects of their employment arrangement will bring improved understanding of their subsequent attitudes and behaviors. This study will obtain cross-sectional data from IT professionals, which is especially relevant as alternative employment strategies continue to be the trend. Goals toward organizational effectiveness can be implemented through the use of varied employment arrangements; however, ensuring the goals succeed requires new understanding of how the varied employment arrangements affect the psychological contracts of IT professionals. The anticipated findings will provide human resource managers the knowledge necessary to implement strategies toward improved psychological contracts to facilitate continued organizational citizenship and innovative work. This study extends current research on alternative employment arrangements by considering the important factors, such as psychological contracts, organizational citizenship behavior and innovative work behavior in the context of IT professionals.
{"title":"Alternative employment arrangements contribute to organizational citizenship and innovative work, or not: information technology professional's psychological contract will tell","authors":"Sandra K. Newton, Stephen C. Wingreen, J. Blanton","doi":"10.1145/1055973.1056000","DOIUrl":"https://doi.org/10.1145/1055973.1056000","url":null,"abstract":"Management of information technology (IT) human capital is more dynamic and diverse today as organizations use a variety and mixture of employment arrangements to gain IT core competency, cost, and productivity improvements, yet it is not well known how the employment arrangements affect the IT professional. Applying the psychological contract framework and social information processing theory in the investigation into the IT professional's psychological contract and the affects of their employment arrangement will bring improved understanding of their subsequent attitudes and behaviors. This study will obtain cross-sectional data from IT professionals, which is especially relevant as alternative employment strategies continue to be the trend. Goals toward organizational effectiveness can be implemented through the use of varied employment arrangements; however, ensuring the goals succeed requires new understanding of how the varied employment arrangements affect the psychological contracts of IT professionals. The anticipated findings will provide human resource managers the knowledge necessary to implement strategies toward improved psychological contracts to facilitate continued organizational citizenship and innovative work. This study extends current research on alternative employment arrangements by considering the important factors, such as psychological contracts, organizational citizenship behavior and innovative work behavior in the context of IT professionals.","PeriodicalId":318957,"journal":{"name":"SIGMIS CPR '05","volume":"176 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2005-04-14","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"121216505","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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