Impact of the technological environment on programmer/analyst job outcomes
Communications of the ACM
Job satisfaction among systems personnel
Journal of Systems Management - Special Impact Issue
Journal of Management Information Systems
Managing I/S design teams: a control theories perspective
Management Science
Turnover among DP personnel: a casual analysis
Communications of the ACM
Motivating and Managing Computer Personnel
Motivating and Managing Computer Personnel
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While a great deal of organizational research has been devoted to the study of individual differences and task characteristics as the major determinants of job satisfaction, the role of organizational variables in explaining employee satisfaction has received little empirical attention. The present study argues that the extent to which employees perceive that their activities are controlled by managers, peers, or themselves may have significant effects upon their corresponding levels of job satisfaction. Based upon this rationale, this study investigated perceptions of different control approaches in relation to job satisfaction of 62 systems professionals of a local government organization. Bivariate analyses indicated that managerial control, team-member control, and self-control were highly correlated with general satisfaction. Additional analyses indicated that self-control had strong positive effects on both intrinsic and extrinsic satisfaction, while, managerial control had a strong positive effect on extrinsic satisfaction. Implications of the findings for the management of information systems personnel and future research are discussed.