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Damien Joseph - One of the best experts on this subject based on the ideXlab platform.
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turnover or turnaway competing risks analysis of male and female IT Professionals job mobilITy and relative pay gap
Information Systems Research, 2015Co-Authors: Damien Joseph, Soon Ang, Sandra A SlaughterAbstract:This study draws on distributive justice, human capITal, and stigmatization theories to hypothesize relationships between relative pay gap and patterns of job mobilITy. Our study also expands the crITerion space of job mobilITy by contrasting different job destinations when information technology IT Professionals make job moves. We examine three job moves: a turnover to another IT job in a different firm, b turnaway-wIThin to a non-IT job, and c turnaway-between to a different firm and a non-IT job. We analyze work histories spanning 28 years for 359 IT Professionals drawn from the National LongITudinal Survey of Youth. We report three major findings. First, as hypothesized, larger relative pay gaps significantly increase the likelihood of job mobilITy. Second, IT males and IT females have different job mobilITy patterns. IT males are more likely to turn over than turn away-between when faced wITh a relative pay gap. Further, and contrary to predictions from human capITal theory, IT males are more likely to turn away-wIThin than turn over. This surprising finding suggests that the ubiquITous use of IT in other business functions may have increased the value of IT skills for non-IT jobs and reduced the friction of moving from IT to other non-IT posITions. Third, and consistent wITh stigmatization arguments, IT females are more likely to turn away from IT than to turn over when faced wITh a relative pay gap. In fact, to reduce relative pay gaps, IT females tend to take on lower-status jobs that pay less than their IT jobs. We conclude this study wITh important theoretical, practical, and policy implications.
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Proceedings of the 2010 Special Interest Group on Management Information System's 48th annual conference on Computer personnel research on Computer personnel research
2010Co-Authors: Michael J. Gallivan, Jack Downey, Damien JosephAbstract:Welcome to the 48th Annual Computer Personnel Research Conference -- ACM SIGMIS CPR 2010. For forty-eight years, the CPR conference has presented qualITy research on the themes of managing the information technology (IT) workforce. This year's theme is "Preparing and Sustaining IT Professionals for Turbulent Careers in IT." The 2010 conference is the third, in ITs long history, which takes place outside the UnITed States. IT is timely that we, as a communITy, explore the current approaches to attracting and retaining IT Professionals as these approaches have met wITh limITed success. The turbulence in the global economy is leading to a shift in the demand and supply of IT Professionals towards lower labor cost centers. Such shifts in the demand and supply IT Professionals have, at the same time, changed the nature of IT work and approaches to attracting and retaining IT Professionals in both low and high cost centers. The same is true for strategies to increase IT enrolments. Such global trends have implications on pedagogy, IT professional development and on the careers of prospective IT Professionals. Towards this end, the papers in 48th Annual Computer Personnel Research Conference add to our collective understanding of issues in preparing and sustaining IT Professionals for careers in the IT profession. The papers and panels wIThin the proceedings cover topics such as project success and improving the practice of IT, as well as tradITional CPR topics such as careers, competencies and turnover. Attesting to the global nature of the issues confronting the IT profession, these studies come from Africa, Asia, Australia, Europe, and the Americas.
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practical intelligence in IT assessing soft skills of IT Professionals
Communications of The ACM, 2010Co-Authors: Damien Joseph, Soon Ang, Roger H L Chang, Sandra A SlaughterAbstract:Introduction What qualITies make a successful IT professional? Certainty strong technical skills are sine qua non. As a result, the technology geek remains the stereotype of an information technology (IT) professional. Indeed, when companies hire IT Professionals, their focus is often on the "hard" skills needed to perform the work, such as years of Java programming experience. However, there is a growing (and gnawing) awareness that technical skills alone are insufficient for success in IT, particularly in today's dynamic, distributed and complex workplace. Companies are exploring outsourcing and offshoring to become more flexible and contain costs while strategically leveraging IT. Consequently, IT Professionals (whether onsITe or offshore, in-house or outsourced) must acquire a broader set of skills beyond their tradITional technical skills. These broader managerial or interpersonal skills are generically labeled "soft skills." DespITe the increasing importance of soft skills, very lITtle systematic research has conceptualized such skills and even less has measured these skills. Given this gap in the lITerature, this article introduces "practical intelligence" as the overarching concept that could provide a better understanding of this broader set of skills required of IT Professionals. We describe the development of the SoftSkills for IT (SSIT) instrument for assessing an IT professional's level of practical intelligence, and report the results of a study that validates this instrument by comparing the practical intelligence of experienced IT Professionals versus novices. We conclude by drawing out implications of our study for IT recruITment, training and development, and suggest future research directions.
Sandra A Slaughter - One of the best experts on this subject based on the ideXlab platform.
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turnover or turnaway competing risks analysis of male and female IT Professionals job mobilITy and relative pay gap
Information Systems Research, 2015Co-Authors: Damien Joseph, Soon Ang, Sandra A SlaughterAbstract:This study draws on distributive justice, human capITal, and stigmatization theories to hypothesize relationships between relative pay gap and patterns of job mobilITy. Our study also expands the crITerion space of job mobilITy by contrasting different job destinations when information technology IT Professionals make job moves. We examine three job moves: a turnover to another IT job in a different firm, b turnaway-wIThin to a non-IT job, and c turnaway-between to a different firm and a non-IT job. We analyze work histories spanning 28 years for 359 IT Professionals drawn from the National LongITudinal Survey of Youth. We report three major findings. First, as hypothesized, larger relative pay gaps significantly increase the likelihood of job mobilITy. Second, IT males and IT females have different job mobilITy patterns. IT males are more likely to turn over than turn away-between when faced wITh a relative pay gap. Further, and contrary to predictions from human capITal theory, IT males are more likely to turn away-wIThin than turn over. This surprising finding suggests that the ubiquITous use of IT in other business functions may have increased the value of IT skills for non-IT jobs and reduced the friction of moving from IT to other non-IT posITions. Third, and consistent wITh stigmatization arguments, IT females are more likely to turn away from IT than to turn over when faced wITh a relative pay gap. In fact, to reduce relative pay gaps, IT females tend to take on lower-status jobs that pay less than their IT jobs. We conclude this study wITh important theoretical, practical, and policy implications.
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practical intelligence in IT assessing soft skills of IT Professionals
Communications of The ACM, 2010Co-Authors: Damien Joseph, Soon Ang, Roger H L Chang, Sandra A SlaughterAbstract:Introduction What qualITies make a successful IT professional? Certainty strong technical skills are sine qua non. As a result, the technology geek remains the stereotype of an information technology (IT) professional. Indeed, when companies hire IT Professionals, their focus is often on the "hard" skills needed to perform the work, such as years of Java programming experience. However, there is a growing (and gnawing) awareness that technical skills alone are insufficient for success in IT, particularly in today's dynamic, distributed and complex workplace. Companies are exploring outsourcing and offshoring to become more flexible and contain costs while strategically leveraging IT. Consequently, IT Professionals (whether onsITe or offshore, in-house or outsourced) must acquire a broader set of skills beyond their tradITional technical skills. These broader managerial or interpersonal skills are generically labeled "soft skills." DespITe the increasing importance of soft skills, very lITtle systematic research has conceptualized such skills and even less has measured these skills. Given this gap in the lITerature, this article introduces "practical intelligence" as the overarching concept that could provide a better understanding of this broader set of skills required of IT Professionals. We describe the development of the SoftSkills for IT (SSIT) instrument for assessing an IT professional's level of practical intelligence, and report the results of a study that validates this instrument by comparing the practical intelligence of experienced IT Professionals versus novices. We conclude by drawing out implications of our study for IT recruITment, training and development, and suggest future research directions.
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human capITal and instITutional determinants of information technology compensation modeling multilevel and cross level interactions
Management Science, 2002Co-Authors: Soon Ang, Sandra A SlaughterAbstract:Compensation is crITical in attracting and retaining information technology (IT) Professionals. However, there has been very lITtle research on IT compensation. Juxtaposing theories of compensation that focus on human capITal endowments and labor market segmentation, we hypothesize multilevel and cross-level determinants of compensation. We use hierarchical linear modeling to analyze archival salary data for 1,576 IT Professionals across 39 instITutions. Results indicate that compensation is directly determined by human capITal endowments of education and experience. InstITutional differentials do not directly drive compensation, but instead moderate the relationship of human capITal endowments to compensation. Large instITutions pay more than small instITutions to IT Professionals wITh more education, while small instITutions pay more than large instITutions to IT Professionals wITh less education. Not-for-profIT instITutions pay more than for-profITs to IT Professionals wITh more or IT-specific education. Further, information-intensive instITutions pay more than non information-intensive instITutions to IT Professionals wITh more or IT-specific education. We interpret these results in the context of instITutional rigidITy, core competencies, and labor shortages in the IT labor market.
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internal labor market strategies and turnover of information technology Professionals
Special Interest Group on Computer Personnel Research Annual Conference, 2002Co-Authors: Sandra A SlaughterAbstract:Turnover is an important issue for organizations that employ Information Technology (IT) Professionals. Much of the prior research on IT Professionals has searched for causes of turnover from the perspective of the individual worker, examining factors such as job dissatisfaction, career orientation mismatch, and job compensation inadequacies. In this study, we examine the role of Internal Labor Market Strategies (ILMs) in retaining IT workers. We examine data collected from multiple informants on the ILM strategies for major IT occupations in IT organizations using agglomerative hierarchical clustering techniques. Our results suggest that there are distinct patterns in organizations' IT human resource strategies, that these strategies relate to differential turnover rates, and that organizational contingencies influence the deployment of these strategies.
Sherry D Ryan - One of the best experts on this subject based on the ideXlab platform.
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turnover intention of technology Professionals a social exchange theory perspective
Journal of Computer Information Systems, 2018Co-Authors: Gina Harden, Kwabena G Boakye, Sherry D RyanAbstract:ABSTRACTRetaining skilled Professionals is a crITical concern for organizations because employee turnover can affect the qualITy of service provided by the organization and create considerable expense. Using a framework of social exchange theory, this study develops a model to investigate the interrelationships between turnover intentions, organizational commITment, and constructs of particular importance to information technology (IT) Professionals. Field survey data from a large US federal agency empirically test these associations. The results confirm that IT Professionals’ perceptions of their skill obsolescence, work overload, and the fairness of the rewards they receive directly influence their organizational commITment. Furthermore, their organizational commITment, perceived work overload, and fairness of rewards significantly affect turnover intention. Employees’ commITment toward the organization is an essential mediator between the perception that their skills are becoming obsolete and intention...
Gina Harden - One of the best experts on this subject based on the ideXlab platform.
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turnover intention of technology Professionals a social exchange theory perspective
Journal of Computer Information Systems, 2018Co-Authors: Gina Harden, Kwabena G Boakye, Sherry D RyanAbstract:ABSTRACTRetaining skilled Professionals is a crITical concern for organizations because employee turnover can affect the qualITy of service provided by the organization and create considerable expense. Using a framework of social exchange theory, this study develops a model to investigate the interrelationships between turnover intentions, organizational commITment, and constructs of particular importance to information technology (IT) Professionals. Field survey data from a large US federal agency empirically test these associations. The results confirm that IT Professionals’ perceptions of their skill obsolescence, work overload, and the fairness of the rewards they receive directly influence their organizational commITment. Furthermore, their organizational commITment, perceived work overload, and fairness of rewards significantly affect turnover intention. Employees’ commITment toward the organization is an essential mediator between the perception that their skills are becoming obsolete and intention...
Nanchou Chen - One of the best experts on this subject based on the ideXlab platform.
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cloud computing as an innovation percepetion attITude and adoption
International Journal of Information Management, 2012Co-Authors: Angela Lin, Nanchou ChenAbstract:Abstract Cloud computing is a current trend that reveals the next-generation application archITecture and IT is estimated that by 2013 the cloud market will have reached $8.1bn. While cloud services such as webmail, Flickr and YouTube have been widely used by individuals for some time, IT not until relatively recently that organisations have began to use cloud services as a tool for meeting their IT needs. This study aims to investigate how cloud computing is understood by IT Professionals and the concerns that IT Professionals have in regard to the adoption of cloud services. The study was carried out in Taiwan and used a survey by interview approach to understand IT Professionals’ understandings and concerns about cloud computing. The findings of the study suggest that while the benefITs of cloud computing such as ITs computational power and abilITy to help companies save costs are often mentioned in the lITerature, the primary concerns that IT managers and software engineers have are compatibilITy of the cloud wITh companies’ policy, IS development environment, and business needs; and relative advantages of adopting cloud solutions. The findings also suggest that most IT companies in Taiwan will not adopt cloud computing until the uncertainties associated wITh cloud computing, e.g. securITy and standardisation are reduced and successful business models have emerged.
