MIS careers—a theoretical perspective
Communications of the ACM
Determinants of MIS employees' turnover intentions: a structural equation model
Communications of the ACM
Career orientations of I.S. personnel
SIGCPR '92 Proceedings of the 1992 ACM SIGCPR conference on Computer personnel research
Exploring the status of the turnover and salary of information technology professionals in Singapore
SIGCPR '93 Proceedings of the 1993 conference on Computer personnel research
Examination of gender effects on intention to stay among information systems employees
SIGCPR '95 Proceedings of the 1995 ACM SIGCPR conference on Supporting teams, groups, and learning inside and outside the IS function reinventing IS
MIS Quarterly - Special issue on IS curricula and pedagogy
Proceedings of the 2008 ACM SIGMIS CPR conference on Computer personnel doctoral consortium and research
Models of motivation in software engineering
Information and Software Technology
A systematic review of theory use in studies investigating the motivations of software engineers
ACM Transactions on Software Engineering and Methodology (TOSEM)
Proceedings of the 2010 Special Interest Group on Management Information System's 48th annual conference on Computer personnel research on Computer personnel research
Satisfaction and Motivation: IT Practitioners' Perspective
International Journal of Human Capital and Information Technology Professionals
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Technical career paths have been implemented in Information Systems (IS) departments to address the career development needs of employees whose career aspirations are not met by the traditional managerial career path. Understanding how to meet the needs of the technically oriented IS employee is important to IS career planning and development. Much has been written in both academic and popular literature about what composes a successful technical career path. Equity theory has been used in much of the existing research on technical career paths. This literature suggests that a successful technical career path should provide equitable rewards to those of a managerial career path. The present research establishes scales for four "key success factors" - equitable compensation, career path status, decision making influence, and career planning tool availability --- and examines the relationship of perceived equity of these factors to job satisfaction. Job satisfaction is relevant to an organization because it has been shown to be related to motivation to stay in an organization and organizational commitment. IS personnel on a technical career path were surveyed with regard to their equity perceptions and job satisfaction. Scales for the perception of equity for all four success factors were established. Data analysis showed that only the perception of equity of career planning tool availability is related to job satisfaction for these employees. Implications for management and areas for further research are discussed.