Management Influences on Turnover Intention of Software Developers Essay

mountThe In sortingation Technology (IT) Age has fashiond many opport social unities for employment in the IT and IT go industry. IT pros ar in demand every over the world. Organizations worldwide chair money that go non totally into salaries but for further breeding of IT professionals they hire.However, around the world, the demand, supply, selection, recruitment and particularly retention of IT professionals has flagellumened judicatures that custom, manage or deal in IT or IT services for the past few eld ( hit and Tremblay 2000 Ermel and Bohl 1997 Morello 1998 Guptill et al. 1999). This is why the departure of an IT professional from a company normally comes with disastrous exits to the organization. When an IT professional resigns, the organization suffers loss of line offshoot cognition and acquired technical adroitnesss (Dor 2004).Since late 1996, the dis put in for IT professionals has jumped from 15% to 20% annually, with only 8 of 10 IT positions bein g filled with qualified candidates (McNee et al. 1998). With the annual perturbation rate estimated at 20% or more (Alexander 1999 Kosseff 1999), hire out-hopping of IT professionals has been one of the biggest problems among managers and piece resources (HR) experts (Par and Tremblay 2000).IT professionals seem to have a angle of inclination to pitch their troubles faster than many other(a) employees when they feel dissatisfy with their current employer (Hacker 2003). The estimated toll of replacing IT professionals range from 1.5 to 2.5 times of their annual salaries for the companies they resigned from (Kosseff 1999). On the other hand, the cost of losing a qualified IT professional is actually 3 to 6 times more expensive than the cost of losing a manager (Kochanski and Ledford 2001).IT professionals, as besides mentioned previous(prenominal)ly in this check, overly tend to change production lines more quickly than other employees when they feel dissatisfied wi th in their current employment (Hacker 2003). However, rational models of voluntary derangement cannot be utilise to explain the high derangement rate for IT professionals (Rouse 2001) since many IT professionals persist dissatisfied with their contemplates even though they enjoy high financial rewards thus far their creativity and expertise do not receive high compliments from their peers, supervisors and companies as a whole (Fisher 2000).Furthermore, another ex pictureation why IT professionals may resign more quickly when dissatisfied with their current employment is that more than of IT swear out is project oriented, the technical employees loyalty may be more to the project, and not necessarily to the employer (Hacker, 2003, p. 15). These trends place intense pressure on both IT executives and HR managers. High IT professional disturbance translates to a menace not only to an organizations IT department but to the stage business as a whole.Most importantly, high IT turnover poses a threat to the growth, competitive positioning and carriage of the global economy (Par and Tremblay 2000). A talk by Dr. Timothy Lee Dor (2004) studied the relationships mingled with theorize characteristics, cable merriment and turnover absorbedion among softwargon package developers. These ii accompanimentors crinkle characteristics and patronage triumph atomic number 18 deemed to play crucial roles in taste turnover role not only among softw atomic number 18 developers but IT professionals as a whole.The current force field aims to investigate the management influences on employee retention of IT professionals, instruction on confinement characteristics and line of business pleasure, and their touch on turnover and retention. 1.1.1 celestial orbit and Limitations of the StudyThis question leave ingest the impact of argument characteristics and clientele satisfaction on the turnover excogitation of IT professionals. Although this paper intends to replicate some of Dors findings, the study bequeath not be limited to softwargon developers only as this sector only constitutes a small try of IT professionals as a whole.Specifi yelly, the query study leave alone focus on the turnover use of IT professionals in___________. In poring over the relationships between business organisation characteristics, furrow satisfaction and turnover pattern, this study is limited to the use of the hobby suppositious models and theories to support its conclusionsFor the discussion on problem characteristics, the research study forget make use of the ancestry Characteristics Model developed by JR Hackman and GR Oldham (1975/1980) and the abridgment on Model Employers by Minda Zetlin (2001).For the discussion on occupation satisfaction, as well as motivation, the paper give use the Motivator-Hygiene Theory by F. Herzberg (1968/2003) and the Synergistic Model by T.M. Amabile (1997).For the discussion on turnover, the study go away use the Voluntary perturbation Model by R.M. Steers and R.T. Mowday (1987) the Rational overthrow Model by P.D. Rouse (2001) the Instinctual or Unfolding Model of derangement by T.W. Lee, T.R. Mitchell, L. Wise and S. Fireman (1996) and the Conceptual Model for Investigating dollar volume in IT, developed by J.B. Thatcher, L.P. mistreatna and R.J. Boyle (2002-03)These models will be discussed in situation later in this chapter, as well as in Chapter 2 on Review of Related literary productions.Chapter 2Review of Related LiteratureThis chapter will take apart the assorted books which atomic number 18 related to this research paper. It will discuss the lends of other analysts and researchers on theories/models that will be utilize to support this study, as well as pertinent literature on IT professionals turnover intentions. The chapter begins with a general discussion on motivational theories, cutlure, and leadership which are all scathing factors that h appen upon an employees intent to leave. The discussion them dovetails into a more specific presentation of the framework used in the current study. This chapter will also include a commentary of verges incorporated into the discussion of related literature.2.1 Relationships between trade Characteristics, contrast propitiation, and Turnover IntentionIn 2004, Timothy Lee Dor submitted a harangue titled The Relationships Between contrast Characteristics, crease Satisfaction, and Turnover Intention Among packet Developers. According to Dor, the factors leading to the turnover intention of software developers have been dis favorously on a lower floorstood. His study was designed to further understand the relationships between agate line characteristics, clientele satisfaction, and turnover intention among software developers. His study involved the use of 326 clear surveys that contained questions relating to patronage characteristics, argument satisfaction, turnover in tention and demographic in bringation.The results of Dors study showed that several factors can influence turnover intention, most significantly, concern characteristics that may be influenced by management, such as training, autonomy, feedback, number of developers, labor movement significance, and aptitude variety (Dor 2004). In his study, Dor made use of cardinal research questions and 16 hypotheses to understand the concern characteristics variables which lend to the various dimensions of job satisfaction, and which of these job satisfaction dimensions, in turn, contribute to turnover intention.Dor made use of confirming centre tests, to determine if certain job characteristics could be linked to turnover intention finished the job satisfaction scales he provided. The results of his study indicated that ten of the collateral takingss were statistically significant. All ten of the statistically significant corroborative effects were associated with only triplet of th e seven job satisfaction scales inseparable work motivation, general job satisfaction, and satisfaction with pay.The largest indirect effect, according to Dor, was the effect of autonomy on turnover intention by means of general job satisfaction higher trains of autonomy lead to lower levels of turnover intention by increasing general job satisfaction. The near largest indirect effect was the effect of organisational training on turnover intention through general job satisfaction organizational training decreased turnover intention through an increase in general job satisfaction. The next cardinal highest indirect effects in Dors findings were also between a job characteristic (feedback, skill, variety, and number of developers) and turnover intention through general job satisfaction (Dor, 2004, p. 130).2.2 Measuring Turnover Intentions Among IT ProfessionalsGuy Par and Michel Tremblay, in contrast to Dors study, completed a research showing the turnover intention of not just software developers but IT professionals as a whole. Their study, The Measurement and Antecedents of Turnover Intentions among IT Professionals (2000), submitted to Cirano research center, aimed to present and test an corporate model of turnover intentions that address the unique nature of the IT profession (Par and Tremblay, 2000, p. 3). The authors determine a multidimensional practise of HR practices that will most possible increase retention among IT employees. They emphasized citizenship behaviors as well as dickens distinct types of organizational inscription as key antecedents of turnover intentions.The study involved the sending of questionnaires to 394 Quebec members of the Canadian randomness Processing Society. The study communicate four research questions1) What are the essential HR practices necessary to create an effective plan for retaining IT professionals?2) What is the impact of compensation and dialogue conditions on the turnover intentions of IT militar y unit?3) What is the effect of employee demographic characteristics on the turnover intentions of IT personnel?4) Do organizational commitment and citizenship behaviors mediate the effects of HR practices, compensation and negotiation conditions as well as demographic characteristics on the turnover intentions of IT personnel? (Par and Tremblay, 2000, p. 4)Par and Tremblay provide that IT employees who are highly committed to their organization are less similarly to leave than those who are relatively uncommitted. They attach iii distinct dimensions to organizational commitment emotive, continuance and normative commitment (Meyer and Allen 1997).1) affective commitment means an employees own(prenominal)ised attachment and identification to the organization. This results in a strong belief in an acceptance of the organizations goals and values. Employees with a strong affective commitment continue employment with the organization because they want to do so (Par and Tremblay, 2 000, p. 5)2) Continuance commitment is a tendency to engage in consistent lines of activity base on the mortals recognition of the costs associated with discontinuing the activity. Employees whose old link to the organization is based on continuance commitment appease because they need to do so. (Par and Tremblay, 2000, p. 5)3) normative commitment provides that employees exhibit behaviors solely because they believe it is the right and moral social occasion to do. Employees with a high level of normative commitment feel that they ought to remain with the organization. (Par and Tremblay, 2000, p. 5)In their findings, Par and Tremblay provide that affective commitment and continuance commitment are negatively related to turnover intentions (Par and Tremblay, 2000, p. 6). In addition to these two distinct types of commitment affecting turnover intention, their studies also points to the factor they call organisational Citizenship Behavior or OCB.OCB is considered as a key co mponent part in organizational effectiveness. OCB is delineate as an employees automaticness to go to a higher place and beyond the prescribed roles which they have been assigned (Par and Tremblay, 2000, p. 6, quoting from Organ 1990). Based on Par and Tremblays findings, the stronger the citizenship behavior of an IT employee, the more likely they are to duty tour in their company. The IT professionals affective commitment, or attachment to his or her organization, also decreases turnover intention.2.3 hire out Characteristics ModelHackman and Oldhams Job Characteristics Model, as earlier introduced in Chapter 1 of this research study, predicts what aspects of jobs reflect the level of job enrichment for employees, and how these relate to employees individual differences and to the work outcomes required. The model includes fin core job characteristics that can be applied to any job skill variety, designate individuality, task significance, task autonomy and feedback.Skill variety is defined as the number of various skills required in the job (Hackman and Oldham 1980 Pilon 1998).Task identity means the completeness of the tasks done in the job (Hackman and Oldham 1980 Pilon 1998).Task significance on the other hand is defined as the importance of the job to the served population. (Mohamed 2004). liberty means the vertical expansion of responsibility, the amount of decision-making and independence delivered for employees. (Mohamed 2004).And lastly, feedback means the consequence that the job itself provides study about employees performance (Huber 2000).These characteristics skill variety, task identity, task significance, autonomy, and feedback are combined into a single predictive index which is called the propel Potential malt whisky (Hackman and Oldham 1980).Figure 1.Job Characteristics ModelSource A.H. Mohamed (2004) The five core job characteristics enumerated in the previous paragraph are in continuous interaction with individual differe nces that evoke three scathing mental states in an employee. These three states are 1) when the job is structured by skill variety, task identity and task significance this could lead employees to experience meaningfulness in their work. 2) The flakement state, task autonomy, which leads to feelings of responsibility for the outcomes of work. 3) The third and last state is feedback, which leads employees towards knowledge of the results of their work (Douthit 2000 Huber 2000). These three critical psychological states lead to a set of affective and personal outcomes high inhering work motivation, high growth satisfaction, high general satisfaction, high work effectiveness, and low rate of absenteeism (Mohamed 2004 Donovan and Radosevich 1998). These affective and personal outcomes are the results of en employees job characteristics. They are defined as followsHigh internal work motivation this is the degree to which an employee is willing to work and to consider the organizati onal objectives as part of his or her have got goals (Mohamed 2004).High growth satisfaction this is the achievement of the employee in overcoming challenges, succeeding and festering (Steers and Black 1994)High general satisfaction this the feeling derived from the overall satisfaction with the work itself. This type of satisfaction is reflected mainly in decreased rates of absenteeism among employees (Steers and Black 1994 Omachonu et al 1999).High work effectiveness this refers to both the whole tone and quantity aspects of work performance (Hackman and Oldham 1980).Low rate of absenteeism.The Job Characteristics Model, also includes three attributes that are place as Moderators knowledge and skills, context job satisfaction, and employee growth-need strength. These attributes indicate which employee will respond positively to the Motivating Potential Score of their job and its outcomes (Hackman and Oldham 1980).An employees knowledge and skills are dependent on their educ ational qualifications which in turn will reflect their perceptions toward their work outcomes (Sabiston and Laschinger 1995). On the other hand, an employees perception of his or her context job satisfaction involves factors like pay, supervision, colleagues, and job security. All these affect the employees outcomes as well (Mohamed 2004). Lastly, growth-need strength is the degree in which an employee seeks opportunities in his or her job for self- complaint, learning and personal accomplishment. These elements in turn affect the employees level of work internal motivation (Mohamed 2004).An example of a study which made effective use of Hackman and Oldhams Job Characteristics Model is the one conducted by A.H. Mohamed (2004) called Using the job characteristics model to compare patient role care assignment rules of nurses for the energy of Nursing, University of Alexandria in Egypt. The population used were the nurses in the Alexandria Main University Hospital. Mohamed made use of a Job Diagnostic Survey (also developed by Hackman and Oldham) to determine nurses perceptions towards the components of the Job Characteristics Model in relation to their performance in utilizing the case and operating(a) methods of patient care assignment (Mohamed 2004).In his study, Mohamed concludes that the jobs of intensive care unit nurses result in contrastive forebodings based also on the different categories of nurses, based on skills and challenges inherent in the work they perform (Mohamed 2004). primarily speaking thus, studies like Mohamed shows that an employees personal and affective outcomes are a result of the employees job characteristics.2.4 Model EmployersHowever, management also plays a crucial role in the retention and conversely turnover of IT professionals. Since IT professionals gloss over enjoy a wide selection of employers to choose from, employers constantly contend to attract the best IT professionals by becoming model employers. In her 2001 co ndition for Computer World, called Model employers, Minda Zetlin outlines the strategies that make certain companies model employers.By roll up its eight annual list of one hundred Best Places to break down in IT, Computer World roughly sums up the model employers as offering not just top compensation, but also opportunities for travel growth, enthronement in training, diversity in the work place, work flexibility, and, ideally, a pleasant and fun place to spend their daytime hours (Zetlin 2001). Zetlin in her article outlines three common themes behind the achiever of these model IT employersIT is central to the best employers successAccording to Zetlin, excellence in IT is a top corporate strategy. Prioritizing IT should not be limited to companies that strictly provide IT or IT services. Companies such as Avon, for instance, which ranks 4th in Computer Worlds list of 100 best employers, may be perceived to operate on a relationship-based environment. Yet to process its mo re than 60 million custom orders both year, the company relies heavily on IT to process its complex supply chain. The fact that is it is actually a very transactional business, dependent on engineering, makes IT one of its priorities (Zetlin 2001). worry takes an active enkindle in employers careers from the day they arriveThis includes having learning plan for employees as soon as they join the organization. Employees meet with their managers on a periodic basis for a formal go off to assess their development plan and to evaluate its progress. Orientation programs at the start of the employment are also part of this strategy. Apart from orientation, Harley-Davidson, Inc. (ranked as No. 11) also provides for a yearly self-assessment for its employees against the established competencies for their jobs, with their supervisors doing the same (Zetlin 2001). Such focus on career development per employee makes the employee feel that management takes an active interest in reorient it s objectives with the employees personal goals.Model employers also provide for continuous interest on their employees careers throughout their employment with the company. Knowledge mentoring programs and career mentoring programs, used by the State enkindle Mutual Automobile Insurance Co. (ranked No. 13), for instance, allow employees to learn more skills and career guidance from their more experience colleagues, and garter management to identify employees to fill leaderships positions in the short and long term (Zetlin 2001). State Farms mentoring program is in fact so successful that it has extended the program to employees who havent even arrived until now such as assigning mentors to college students who plan to join State Farm after they graduate.There are no walls between business and IT different other organizations, model employers ensure that IT nation and business people work side by side. There is no division or competition. IT professionals are given a better unde rstanding that what they do helps the business succeed. This understanding leads to career satisfaction for IT professionals. Technology people know exactly how they contribute to the revenues of their business and how important they are in the business plan. One advantage here is that a close relationship between IT and business allows people to switch between the two fields (Zetlin 2001). Another strategies such as cross-functional work teams gives career development not just to IT professionals but to business people in the organization as well. There are always different career tracks available. An IT professional may opt to advance by taking on management roles at heart technology, or they may substitution to business management positions (Zetlin 2001).2.5 Voluntary Intention Model R.M. Steers and R.T. Mowday, in their study Employee turnover and post-decision fitting processes (1981) analyzed turnover as rooted in voluntary intention. Steers and Mowday viewed the interacti on of intention to leave, and alternative job opportunities (ease of movement) as direct antecedents to turnover (Steers and Mowday 1981 Rouse 2001). As earlier discussed in Chapter 1 of this study, the direction of the process in Steers and Mowdays Voluntary Intention Model starts with Job Expectations, and so Affective Responses, then Turnover Intention, then finally, Actual Turnover (see Section 1.2.1.1 of this paper). However, these four elements were actually grouped together by Steers and Mowday under three steps. As can be seen in the Figure 3Each step in Figure 3 contains two constructs. The second construct (Job Attitudes) of mensuration 1 becomes the first construct of Step 2. The second construct (Intent To Leave) of Step 2 becomes the first construct of Step 3.Step 1 of the Voluntary Intention Model involves the manner in which job expectations influence an employees attitudes regarding his or her job. Attitudes are composed of job satisfaction, organizational commitme nt, and job involvement. Job expectations in turn are influenced by three stimuli.The first stimuli focuses on individual characteristics such as occupation, age, tenure, family concerns, and personality form (Steers and Mowday 1981 Rouse 2001).The second stimuli involves information obtained during the recruitment process and at various assessments points throughout the employees career (Steers and Mowday 1981 Rouse 2001).For instance, studies have shown that job expectation levels are often high when the employee first accepts a new job (Porter and Steers 1973). At these particular periods, expectations are developed from both the employee and employers ends.In other words, a sort of unwritten social contract is deemed to be adopted by the two parties (Prouse 2001). Lastly, the third stimuli affecting job expectations are alternative job opportunities. Studies have shown that the more alternatives there are confronting an employee, then the more negative the employees attitudes be comes concerning his or her current job (Pfeffer and Lawler 1979).Step 2 in the Voluntary Intention Model involves the Affective Responses that are elicited from Step 1. These responses include the construct of job satisfaction, and how those responses influence the employees desire to leave the organization. Factors that affect the employees decision to leave include non-work factors such as family, hobbies, religion and political influences (Cohen 1995).Steers and Mowday also identified the capability of employees to alter their actual job, in terms of pay, working hours, environment, etc., and thus change their attitudes regarding their jobs (Prouse 2001).Chapter 3MethodologyThe aim of the research is to examine the relationships between job characteristic, job satisfaction and turnover intention among IT professionals in ______________. The proposition is that job satisfaction and job characteristics as management influences have indirect impact to the levels of turnover intent ion among IT professionals. The literature review indicates that there are different factors affecting IT professionals turnover intention. This research is going to study the turnover intention of IT professionals in _____________.3.1 research QuestionsThe study will answer the following two research questionsWhich job characteristic variable(s) causes the job satisfaction among IT professionals in ____________?What job satisfaction variable(s) cause the turnover intention among IT professionals in ____________? In answering these two primary questions, the thesis will make use of the following frameworkHypotheses look into Question 1 Which job characteristic variable(s) causes the job satisfaction among IT professionals in _______________? The first research question will analyze the regularize effect of job characteristics to job satisfiers. The null hypotheses tested wereJob Characteristics Job SatisfactionsH1 The level of IT training does not affect the various measures of j ob satisfaction.H2 The level of user contact does not affect the various measures of job satisfaction. H3 The job-required skills do not affect the various measures of job satisfaction. H4 The level of task significance does not affect job satisfaction. H5 The amount of workload does not affect job satisfaction. H6 The amount of feedback does not affect job satisfaction.Research Question 2 What job satisfaction variable(s) cause the turnover intention among IT professionals in ________________? The first research question will analyze the standardized effect of the job satisfaction scales to turnover intention. The null hypotheses tested were Job Satisfactions Turnover Intention H7 The level of internal work motivation does not affect turnover intention. H8 The level of job security satisfaction does not affect turnover intention. H9 The level of social job satisfaction does not affect turnover intention. H10 The level of job growth satisfaction does not affect turnover intention. H11 The level of satisfaction with pay does not affect turnover intention. H12 The level of satisfaction with supervision does not affect turnover intention.Research Procedures 3.3.1 Data Collection Research is a process of studying and analyzing situational factors of a specific problem or issue in order to determine solutions of it (Cavana, Delahaye and Sekaran 2001). According to Cavana, Delahaye and Sekaran (2001), there are three research paradigms positivist, interpretivist and critical research. As the research hypotheses of this study try to explore the relationships between job characteristic, job satisfaction and turnover intention among the IT professionals in __________________, the positivist approach will be adopted and it will provide the framework upon which the methodology of this study can be used. In this study, the research problem requires primary info to specifically address the twelve hypotheses. An Internet questionnaire will be used as it is the most effec tive and appropriate data parade method. Questionnaire is defined as a pre-formulated written set of questions to which respondents recorded their answers within closely defined alternatives (Cavana, Delahaye and Sekaran, 2001). A well-designed questionnaire provides accurate and useable data for compend in order to make a conclusion of accepting / rejecting a research hypothesis. A copy of the questionnaire to be used is wedded as Appendix A of this study. After gathering the data from questionnaires, the analysis of the data (including frequency distribution, correlation analysis and regression analysis) will be performed by a decimal data analysis tool called SPSS (Statistical Package for the well-disposed Sciences). SPSS predictive analytics advances in usability and data access, drawing reliable conclusions from the collected quantitative data (SPSS, Inc. 2002). In depth quantitative analysis of the data will be undertaken. Frequency Distribution, Correlation synopsis, an d Regression Analysis will be used to analyze the collected data. The population of this research is the _________ professionals in the country. The research is expected to have a 10% response rate (i.e. ____ questionnaires). A monitoring device email will be sent to the students to ensure make the planned response rate. Participants are not inconvenienced or exposed unnecessarily to potential harm by recruiting more than is required. The research conducted by Dor in 2004 (which this paper intends to compare itself to) only received 326 responses which is less than 0.1% of the population. An invitation email will be sent to the administration managers of the participating institutions. Then the manager will forward the invitation email to all qualified IT professionals and invite them to fill in the Internet anonymous questionnaire within 10 business days. A reminder email will be sent by the manager on the 6th business day. The invitation email only contains a consent form and a URL to the Internet anonymous questionnaire. Participation is entirely voluntary. The role player can withdraw at any time and there will be no disadvantage if the participant decides not to complete the survey. At no time will any individual be identified in any reports resulting from this study. A copy of the consent form is attached with this application.Variables The variables which will used in this study can be categorized into two categories job characteristics and job satisfaction. The factors within each category are discussed as follows The following job characteristics for IT professionals were selected for this study, based also on previous usage in similar studies as indicated in the literature reviewIT TrainingUser ContactJob-required SkillsTask Significance fitloadFeedback On the other hand, the job satisfaction scales include the followingInternal Work MotivationJob Security SatisfactionSocial Job SatisfactionJob Growth SatisfactionSatisfaction with PaySatisfaction with commandData Analysis The study will make use of descriptive and illative analysis were used throughout the study. Descriptive statistics (percentages, means, standard deviations, frequencies, and incident means) were computed using the SPSS (SPSS, Inc., 2002). This general-purpose analysis program will be used to characterize the sample in terms of demographic characteristics pertaining to gender, income, education, age, years as an IT professional, years in the current organization, and years in the current position. SPSS will likewise used to analyze the correlation among job characteristics, the correlation between job satisfaction scales, the correlation between job satisfaction and job characteristics, and the correlation between job characteristics, job satisfaction, and turnover intention. The primary inferential technique that will be used is bivariate correlation. SPSS will also be used to analyze the regression analysis for the data. A 0.01 level of significance wa s adopted for testing significance. The standardized effects of all the job characteristics for each job satisfier will also be computed. The same method will be used to analyze the standardized effect of all the job satisfaction scales to turnover intention. From these standardized effect analyses, the prediction of turnover intention by job satisfaction scales will be computed. The job satisfaction scales which had a 0.60 level were considered significant to turnover intention. The reliability coefficients ranging between 0.60 and 0.70 are deemed adequate for research purposes (Aiken, 2000, p.88). For purposes of this study, the job satisfiers and job characteristics which have indirect effects of 0.60 above significance to turnover intention will be used. The standardized effect of the significant job characteristic will be multiplied to the standardized effect of the particular job satisfier. Each of the twelve hypotheses of this study will be tested in essentially sestet multi ple regression analyses one for each job satisfier as the constant, self-sufficient variable and its relation to each dependent variable represented by the job characteristics. 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