JOB SATISFACTION IN THE IS INDUSTRY ANNOTATED BIBLIOGRAPHY
The purpose of our research blog is to answer the question concerning what the causes of job satisfaction are in the IS industry, focusing on low and high turnover rates.
Abu-Shamaa, R., Al-Rabayah, W. A. and Khasawneh, R. T. (2015), “The Effect of Job Satisfaction and Work Engagement on Organizational Commitment”, The IUP Journal of Organizational Behavior, Vol. XIV, No. 4
The journal discusses the effect of job satisfaction and work engagement according to organizational commitment. Employees are crucial for a business’ competitive advantage, so it is important to study what factors contribute to enhancing level of contentment. If employees are more committed to their job, their increased engagement promotes creativity and productivity. The authors note that engagement is associated with three psychological conditions of the workplace: meaningfulness, safety, and availability of resources. This is relevant to our topic because the research revolves around how job satisfaction can be achieved in a workplace. However, it is a very broad organizational behavior topic with little discussion about impact in the IT industry. Compared to other articles, this one provides useful information for how a manager can improve workplace moral focusing on the engagement of their employees. Other articles go more into specific detail about what factors into decreased job satisfaction, and how to achieve retention in the IT industry,
Abedin, B., Hossein, A., Reza, A. & Talaei-Khoei, Amir. (2013). A Systematic Review on Information Technology Personnel’s Turnover. Lecture Notes on Software Engineering, Vol. 1, No. 1, 98-101.
The authors review existing studies on the turnover of the IS and IT personnel. It goes over some of the Job characteristics that show what causes turnover and what can decrease this. This goes well into our project as it shows what will work best in a workplace and what does not work which is in relation to job satisfaction. If individuals are happy with their position, they are less likely to leave a company, which creates a lower turnover rate. They could go more into depth of what companies that have lower turnover rate are doing differently than these companies that have a high turnover rate.
Army Management Staff College Fort Belvoir VA. DIS-Incentive Awards: The Failure of Good Intentions (1994). Web.
This article talks about how the negative effects of traditional incentive programs can be transformed into enhancers by changing the extrinsic rewards into intrinsic practices. Traditionally, the prevalent assumption is that tangible incentive awards foster workforce motivation. However, well-intentioned programs designed to boost morale may end up serving as a disincentive instead. With research and communication, better employee award systems can be designed to contribute to motivation rather than deteriorating it.
Nyberg, Anthony (2010). Retaining your high performers: Moderators of the Performance-Job Satisfaction-Voluntary Turnover Relationship. Journal of Applied Psychology
The author and researcher of this journal aimed to discuss the relationship between performance and voluntary turnover in companies. This journal’s goal is to understand the conditions that influence the quality employees to leave a company, creating a high turnover. This is related to the topic of our paper because in turn, we may discuss what are the causes of employees leaving the Information System industry. Awareness of what conditions retain employees in a high turnover industry helps companies retain employees in order to create a lucrative, efficient organization. This journal excels in referencing to other research and findings, but could further dive into what a “voluntary turnover” is. This journal compares to Plfügler’s article because both explore the reasons professionals decide to leave a company.
Pflügler, C., Wiesche, M., Becker, N., & Krcmar, H. (2018). Strategies for Retaining Key IT Professionals. MIS Quarterly Executive, 17(4), 297–314
The authors of this article aim to illuminate some of the key reason’s IT professionals decide to leave their organizations and provides insight into some strategies that can be implemented to retain these professionals. Because each employee can have a different reason for leaving, they break down IT employees into seven different categories and explain the retention strategy that will work best for each category. The authors discover that several categories of employees have reasons for leaving that are related to their relationships with supervisors as well as a general dissatisfaction with their working environment. This is particularly useful for our topic because while identification of what leads to employee satisfaction is important, understanding how to retain employees in the event of dissatisfaction is equally pertinent.
Audrey Bacon, Mckenna Norland, Cartinel Persa, Craig Schoolcraft, Emma McCracken
(All participated equally)