A measure for classifying programmer/analysts based on the tasks they perform is proposed. A questionnaire, including the measure and measures of work satisfaction, job characteristics, role perceptions, and user interaction characteristics, was administered to over 250 subjects in a manufacturing firm. The results indicated that the task differences measure could be used to classify programmer/analysts into four groups—development/programmers, development/analysts, maintainers, and supporters. In addition, significant differences among the groups in skill variety, role ambiguity, and amount of user interaction were found. Implications of the results for those interested in redesigning the jobs of programmer/analysts are discussed.
This article defines and discusses one of these qualitative methods--the case research strategy. Suggestions are provided for researchers who wish to undertake research employing this approach. Criteria for the evaluation of case research are established and several characteristics useful for categorizing the studies are identified. A sample of papers drawn from information systems journals is reviewed. The paper concludes with examples of research areas that are particularly well-suited to investigation using the case research approach. This article discusses the use of one qualitative technique, the case research strategy, in studies of information systems. It provides some suggestions about how to conduct and evaluate case study research. A sample of case-based research from selected IS journals is categorized according to a set of characteristics developed in this paper. The articles in the sample are then evaluated.
In the past, research examining the work-related correlates of job satisfaction in programmer/analysts has focused on the relationship between characteristics of the job itself and job satisfaction. It is hypothesized that certain aspects of relationships with co-workers, project leaders, and users will also be significant correlates of job satisfaction. Specifically, the relationship between job satisfaction, role conflict, role ambiguity, and quality of leadership provided by supervisors and peers is examined. A questionnaire measuring job characteristics, role conflict and ambiguity, leadership characteristics, and job satisfaction was administered to 118 programmer/analysts at four companies. The results indicate that both role and leadership variables correlated at least as highly with job satisfaction as job characteristics and that the addition of role and leadership variables to job characteristics significantly increases the explained variance in job satisfaction.