Motivating and Managing Computer Personnel
Motivating and Managing Computer Personnel
Motivation and performance in the information systems field: a survey of related studies
SIGCPR '91 Proceedings of the 1991 conference on SIGCPR
SIGCPR '91 Proceedings of the 1991 conference on SIGCPR
Personality characteristics of information systems professionals
SIGCPR '91 Proceedings of the 1991 conference on SIGCPR
SIGCPR '91 Proceedings of the 1991 conference on SIGCPR
Human resource development for IS executives
SIGCPR '92 Proceedings of the 1992 ACM SIGCPR conference on Computer personnel research
SIGCPR '92 Proceedings of the 1992 ACM SIGCPR conference on Computer personnel research
SIGCPR '92 Proceedings of the 1992 ACM SIGCPR conference on Computer personnel research
Industry influence on IS personnel and roles
SIGCPR '93 Proceedings of the 1993 conference on Computer personnel research
SIGCPR '94 Proceedings of the 1994 computer personnel research conference on Reinventing IS : managing information technology in changing organizations: managing information technology in changing organizations
Job expectations of IS professionals in Hong Kong
SIGCPR '94 Proceedings of the 1994 computer personnel research conference on Reinventing IS : managing information technology in changing organizations: managing information technology in changing organizations
Toward managing information systems professionals better
SIGCPR '96 Proceedings of the 1996 ACM SIGCPR/SIGMIS conference on Computer personnel research
Revisiting the perennial question: are IS people different?
ACM SIGMIS Database
Valuing the IT workforce as intellectual capital
SIGCPR '99 Proceedings of the 1999 ACM SIGCPR conference on Computer personnel research
The impact of gender differences on the career experiences of information systems professionals
SIGCPR '01 Proceedings of the 2001 ACM SIGCPR conference on Computer personnel research
SIGCPR '02 Proceedings of the 2002 ACM SIGCPR conference on Computer personnel research
Looking for the human factors in software quality management
SEEP '96 Proceedings of the 1996 International Conference on Software Engineering: Education and Practice (SE:EP '96)
Managing limited-perspective bias in IT
Strategies for managing IS/IT personnel
Assessing information technology personnel: toward a behavioral rating scale
ACM SIGMIS Database
IT HRM practices: best practices vs. configurations
Proceedings of the 2006 ACM SIGMIS CPR conference on computer personnel research: Forty four years of computer personnel research: achievements, challenges & the future
Information technology personnel layoffs in US organizations: an exploratory investigation
Information and Management
Journal of Management Information Systems - Special section: Research in integrating learning capabilities into information systems
Journal of Management Information Systems - Special section: Exploring the outlands of the MIS discipline
Proceedings of the 2007 ACM SIGMIS CPR conference on Computer personnel research: The global information technology workforce
Investigating Determinants of Software Developers' Intentions to Follow Methodologies
Journal of Management Information Systems
Motivation in Software Engineering: A systematic literature review
Information and Software Technology
Information technology personnel layoffs in US organizations: An exploratory investigation
Information and Management
International Journal of Networking and Virtual Organisations
Information systems management issues for the 1990s
MIS Quarterly
Learning demand and job autonomy of IT personnel: Impact on turnover intention
Computers in Human Behavior
Business-Information Systems Professional Differences: Bridging the Business Rule Gap
Information Resources Management Journal
IT service climate, antecedents and IT service quality outcomes: Some initial evidence
The Journal of Strategic Information Systems
An investigation of the impact of abusive supervision on technology end-users
Computers in Human Behavior
Hi-index | 0.00 |
This study, based on seven different samples involving 1005 employees, examines whether IS and non-IS people are or should be managed differently. How IS and non-IS people are managed is measured by three sets of managerial activities: (1) enriching the job, (2) attending to interpersonal relations, involving the employee, and reinforcing work behavior, and (3) attending to production and targeting work behavior. Two research questions are asked: (1) Do work-unit environments differ for IS and non-IS people? (2) Is the relationship of work-unit environment to productivity different for IS and non-IS people? The findings of this study support the conclusion that IS and non-IS employees at the same occupational level are not and should not be managed differently.