HRM practices in information technology management

Agile 2007 (Agile 2007)

Sharp

Baddoo

et al. 2007

Section: Motivation In Software Engineeringmentioning

confidence: 99%

Does the XP environment meet the motivational needs of the software developer? An empirical study

Agile 2007 (Agile 2007)

Sharp

Baddoo

et al. 2007

“…Studies have previously found that motivation is particularly associated with turnover and staff retention e.g., [9,13,20,[48][49][50][51][52][53][54][55][56][57]. As noted earlier, we extend this work by considering the relationship between team motivation and project outcome, in the context of culture, when the outcome i.e., project success, or project failure, may be considered differently by senior management and the software engineers who worked on the project.…”

Section: Project Outcomementioning

confidence: 76%

“…The global nature of software engineering requires the formation of multi-cultural project teams where management must take into account the different expectations and motivational patterns of software engineering staff worldwide. Culture is highly cited as a factor in the software engineering motivation literature [15,17,22,51,56,[58][59][60]. For example Anderson [61] found that IS professionals in Japan and Norway are different, both in terms of their general culture and in their views on life and work, "they also differ in terms of IS job satisfaction and values".…”

Section: Motivation and Culturementioning

confidence: 99%

Stakeholder dissonance

Verner

Proceedings of the 2010 Special Interest Group on Management Information System's 48th Annual Conference on Computer Personnel

Cerpa

2010

When a project perceived to be a failure by one set of stakeholders is perceived as a success by another set of stakeholders we have outcome disagreement. Our objective is to discover if team motivation is affected when developers and managers disagree on a project"s outcome. We also investigate if culture influences team motivation. We collected questionnaire data on 290 completed projects from software engineering practitioners based in Australia, Chile, and USA. We asked if the respondent considered their project was successful and if higher level management considered the project a success. We found that more projects were perceived successful by management than by developers. Also, successful projects are associated with higher levels of team motivation than failed projects or projects with outcome disagreement. Culture makes a difference to levels of team motivation for both failed projects, and projects with outcome disagreement. An over-riding influence on team motivation is agreement with other stakeholders. To motivate practitioners, stakeholders need to agree on what constitutes a successful or a failed project before the start of the project.

“…Developing software is essentially a human intellectual and social activity (Ferratt and Short 1986;Burn et al 1992;Jordan and Whiteley 1994;Garza et al 2003;Sumner et al 2005). If the work is viewed as repetitive, boring, and fragmented, then the individual may not feel part of the overall organization and may perceive their work to be meaningless.…”

Section: Returning To the Rational-economic Model In Gsdmentioning

confidence: 99%

Motivating Software Engineers Working in Virtual Teams Across the Globe

Software Project Management in a Changing World

2014

The motivation of software engineers affects the quality of the software they produce. Motivation can be viewed in terms of needs. The key need for a software engineer is to 'identify with their task' which requires being given a task that is challenging and understanding the purpose and significance of the task in relation to the complete system being developed. Software engineers' needs are complex -they also require regular feedback, trust, appreciation, rewards, a career path, and sustainable working hours. Furthermore, amongst other fixed environmental factors, these motivators require sensitive tuning in line with a software engineer's personality and career stage. Creating this personality-job fit is not easy in a co-located environment, so how can project managers motivate teams of individuals distributed across the globe?This chapter reflects on some of the motivational issues that managers of virtual teams may encounter. Some background theory is presented for a deeper understanding of how to manage team motivation. Recommendations are drawn from a case study where issues raised by practitioners working in virtual teams serve to highlight and magnify known motivational issues. Project managers play an important part in software engineer motivation. If they can create a working environment that motivates individuals in the team, they will find that team members are more likely to turn up to work, are less likely to look elsewhere for employment, will work harder to meet deadlines, will take more pride in their work, and will share their knowledge, concerns, and ideas for innovation.