This study investigates the job satisfaction of information technology (IT) professionals in an environment where computer aided software engineering (CASE) tools are used. Although the recent downturn in the economy might have temporarily eased the IT labor shortage, issues of recruitment and retention of qualified personnel are key to the success of IS development projects. This study presents a model of the combination of CASE tool usage and job satisfaction as related to internal career orientation. Two hypotheses based on this model were tested using empirical evidence collected through a survey method. The first examines whether the career orientation of IS personnel influences their job satisfaction. The second incorporates the impact of CASE tool usage on this relationship. The results indicate that in a CASE tool environment, personnel with a predominant technical career orientation have more job satisfaction than those with a predominant managerial orientation. However, there is a significant and positive synergy between the sophistication of the CASE tool used and managerial competence orientation leading to higher job satisfaction. These findings indicate that combating the IT personnel shortage through task automation may also increase worker satisfaction, thereby decreasing turnover. Careful selection of the CASE tool for use may result in this win-win situation.
Career research in the information systems (IS) field has primarily focused on external motivators associated with organizational factors and material incentives. IS empirical research investigating the internalized career orientations of practitioners is necessary to match individual expectations with corporate human resource planning. This study identifies several career anchors or orientations maintained by IS personnel. By administering the Career Orientations Inventory to 321 IS personnel, Managerial and Technical Competence, Identity, Service, Organizational Stability, and Variety career orientations are distinguished. These internal anchors significantly influence how IS and human resource management should (1) plan corporate IS career paths, (2) nurture IS employees during their careers, and (3) encourage appropriate communication about career advancement.