Taking a control theory view of software process innovation, we tested prevalent beliefs regarding software process maturity and Information Systems employee attitudes and perceptions by surveying 736 IS professionals in 10 organizations at varying levels of the CMM (capability maturity model). Although anecdotal reports and the scant empirical studies to date suggest job attitudes and perceptions are more positive for employees in organizations at higher levels of software process maturity, we found evidence of a more complex picture. While our data supported expectations that role conflict and perceived work overload were lower for IS professionals in organizations at a level of maturity where software process behavioral controls are implemented, other results were not fully in line with prevalent beliefs. Most notably, IS workers reported significantly lower professional efficacy and lower job satisfaction in organizations at CMM Level 3, where behavioral controls are the dominant form of formal control, than in organizations at Level 1, which is relatively free of formal controls. Some anticipated positive attitudes and perceptions surfaced in organizations at the highest rungs of software process maturity (CMM Levels 4/5), where the established behavioral controls are supplemented by substantial outcome controls, as IS professionals reported lower role ambiguity and higher job satisfaction than did their counterparts in organizations at CMM Level 3.
Increasingly, scholars and practitioners acknowledge that information technology (IT) human capital is a strategic resource and that its effective management represents a significant organizational capability. We use configurational theory to examine organizational practices related to the management of IT human capital. In contrast to much prior work in IT human resource management (HRM) that is focused at the individual level, our inquiry is focused at the organizational level of analysis. Building on strategic human resource management (SHRM) research in general and research on the management of IT professionals in particular, we examine the broad question: Are different configurations of IT HRM practices associated with different IT staff turnover rates? A multidimensional view of IT HRM practices is presented, based on prior IT and SHRM literature. We formalize hypotheses regarding the relationship of turnover with configurations of IT HRM practices grounded in prior theory and empirical research. Based on survey responses from 106 organizations, IT HRM dimensions and configurations are derived and the hypotheses are tested. A five-configuration solution, obtained via cluster analysis, includes two contrasting configurations consistent with two archetypes found in the prior literature. Specifically, the configuration with a human capital focus has lower turnover than the task-focused configuration, providing support for our first hypothesis. Although the hypothesis on intermediate configurations and their relationship with turnover is not supported, we discover and interpret three additional configurations that embody patterns of practices with unique emphases. Theoretical and practical implications of the findings are discussed.
The concept of work exhaustion (or job burnout) from the management and psychology research literature is examined in the context of technology professionals. Data were collected from 270 IT professionals and managers in various industries across the United States. Through structural equation modeling, work exhaustion was shown to partially mediate the effects of workplace factors on turnover intention. In addition, the results of the study revealed that: (1) technology professionals experiencing higher levels of exhaustion reported higher intentions to leave the job and, (2) of the variables expected to influence exhaustion (work overload, role ambiguity and conflict, lack of autonomy and lack of rewards), work overload was the strongest contributor to exhaustion in the technology workers. Moreover, exhausted IT professionals identified insufficient staff and resources as a primary cause of work overload and exhaustion. Implications for practice and future research are discussed.