Motivators Influencing the Efficiency and Commitment of Employees of Agile Teams

Abstract

The production of new IT products and services in today’s dynamic world of business and ever-evolving technology requires specific enterprise policies geared toward supporting innovation. Striving to provide the customer with the required value that meets the customer’s current requirements is becoming quite a challenge for IT enterprises at this time. Moreover, innovative ideas are not created in “rigid” authoritarian-managed teams, but in an open culture based on the principles of self-organization and self-discipline, a characteristic of agile teams. One of the key determinants of a company’s competitive advantage is employee effectiveness and commitment. Moreover, there are few publications covering research on employee effectiveness in agile teams. Therefore, the overarching goal of this article is to identify the motivators influencing the commitment and effectiveness of agile teams. In order to achieve the desired goal, an analysis of the research on the effectiveness and commitment of employees of a selected Polish IT company within the industry was conducted. As a result of the analysis of the obtained research results, seven determinants were developed, which have the greatest importance for agile teams and their motivation and effectiveness. Moreover, as the concluded research results show, the use of agile team models and open innovation positively affects the efficiency and commitment of employees.

Factors of success in the change management process of IT programs

“…Clear timelines and milestones keep the change effort on track and address potential roadblocks. Active involvement and participation from stakeholders (Fernandes and O'Sullivan, 2021), including employees at all levels, contribute to successful change (Trzeciak and Banasik, 2022). Transparent communication about the reasons and benefits of the change gains employee support (Duryan and Smyth, 2019).…”

“…Leaders must advocate for the change to set an example for others (Bryson et al ., 2021). Building organizational awareness through regular communication, training and education prepares employees for the change and fosters positive participation (Trzeciak and Banasik, 2022). Overall, addressing these factors ensures a smoother change process and increases the likelihood of achieving desired outcomes.…”

“…The active resource dependency between various IT initiatives reflects the aforementioned points as well. This is because it makes it easier to encourage expected behaviors during the process of change and increases project efficiency (Trzeciak and Banasik, 2022), which benefits the program as a whole (Gregory et al ., 2015). Additionally, Trzeciak and Jonek-Kowalska (2021) emphasize that resource dependency can be a crucial management intervention in program management practices to improve levels of communication, effort and mutual support among program members.…”

Comparing Idiographic and Nomothetic Approaches in Management Sciences Research

“…Poll: A poll is a method of collecting data from a large number of people through a set of questions (Stuss et al, 2019;Kwiliński et al, 2021b;Trzeciak & Banasik, 2022). It is useful in ISSN 2657-4047 (online) Henryk Dzwigol Virtual Economics, Vol.…”

“…The field of management sciences is concerned with understanding and explaining the decision-making and behavior of organizations (Wróblewski & Dacko-Pikiewicz, 2018), managers (Trzeciak et al, 2022), and employees in different situations (Hinojosa et al, 2017;Schad et al 2016). To achieve this, researchers must adopt an appropriate research approach that is tailored to their research goals and questions (Dźwigoł, 2020;Dzwigol et al, 2020a).…”