MIS careers—a theoretical perspective
Communications of the ACM
Determinants of MIS employees' turnover intentions: a structural equation model
Communications of the ACM
The reasons for turnover of information systems personnel
Information and Management
Industry influence on IS personnel and roles
SIGCPR '93 Proceedings of the 1993 conference on Computer personnel research
Predictors of intention of IS professionals to stay with the organization in South Africa
Information and Management
Employment outsourcing in information systems
Communications of the ACM
Corporate Information Systems Management: Text and Cases
Corporate Information Systems Management: Text and Cases
Building the Information-Age Organization: Structure Control and Information Technologies
Building the Information-Age Organization: Structure Control and Information Technologies
Turnover of IT professionals: a quantitative analysis of the literature
SIGMIS CPR '03 Proceedings of the 2003 SIGMIS conference on Computer personnel research: Freedom in Philadelphia--leveraging differences and diversity in the IT workforce
Redesigning human resources for IT: meeting organizational needs in a changing environment
Proceedings of the 2005 ACM SIGMIS CPR conference on Computer personnel research
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
Proceedings of the 2006 ACM SIGMIS CPR conference on computer personnel research: Forty four years of computer personnel research: achievements, challenges & the future
Industry certification and academic degrees: complementary, or poles apart?
Proceedings of the 2007 ACM SIGMIS CPR conference on Computer personnel research: The global information technology workforce
Information Systems Research
Information technology and the autonomy—control duality: toward a theory
Information Technology and Management
Information technology workforce skills: The software and IT services provider perspective
Information Systems Frontiers
Turnover intentions of Indian IS professionals
Information Systems Frontiers
Antecedents to IT personnel's intentions to leave: A systematic literature review
Journal of Systems and Software
Synergy and Its Limits in Managing Information Technology Professionals
Information Systems Research
An Empirical Investigation of Stress Factors in Information Technology Professionals
Information Resources Management Journal
A Model of Turnover Intention Among Technically-Oriented Information Systems Professionals
Information Resources Management Journal
Core versus peripheral information technology employees and their impact on firm performance
Decision Support Systems
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Retaining information technology (IT) professionals is important for organizations, given the challenges in sourcing for IT talent. Prior research has largely focused on understanding employee turnover from an intra-individual perspective. In this study we examine employee turnover from a structural perspective. We investigate the impact on IT turnover of organizations' Internal Labor Market (ILM) strategies. ILM strategies include human resource rules, practices, and policies including hiring and promotion criteria, job ladders, wage systems and training procedures. We collect data on ILM strategies and turnover rates for eight major IT jobs across forty-one organizations and analyze the data using confirmatory agglomerative hierarchical clustering techniques. Our results show that organizations adopt distinct ILM strategies for different IT jobs, and that these strategies relate to differential turnover rates. Specifically, technically-oriented IT jobs cluster in craft ILM strategies that are associated with higher turnover, whereas managerially-oriented IT jobs cluster in industrial ILM strategies that are associated with lower turnover. Further, depending on their contingencies of goal orientation (not-for-profit versus for-profit), IT focus (IT producer versus user), and information intensity (IT critical versus support), organizations adopt an industrial ILM strategy for their technically-oriented IT jobs to dampen turnover. Not-for-profit and IT user organizations where IT is critical adopt industrial ILM strategies for their technically-oriented IT jobs to attenuate turnover and improve the predictability of their IT workforce. IT producers and IT users where IT plays a supporting role adopt craft ILM strategies that engender higher turnover to remain timely and flexible in IT skills acquisition.