
IT Workers Human Capital Issues in a Knowledge Based Environment
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Content
- Cover
- IT Workers
- Research in Human Resource Management
- IT Workers
- Copyright
- CONTENTS
- INTRODUCTION
- OBSERVATIONS ON THE STATE OF KNOWLEDGEREGARDING IT WORKERS
- Who Are IT Workers?
- Should IT Workers Be Examined Separately From Others?
- OVERVIEW OF IT WORKER ISSUES
- Effective Management of IT Workers
- IT Workers and Their Careers
- Diversity in IT
- Organizational Issues
- Some Additional Topics for Future Investigation
- A FINAL NOTE ON THE GLOBALCOVERAGE OF OUR AUTHORS
- ACKNOWLEDGMENTS
- REFERENCES
- I : EFFECTIVE MANAGEMENT OF IT WORKERS
- 1 : VALIDATION OF HUMANRESOURCE STRATEGIES ININFORMATION TECHNOLOGY
- LITERATURE REVIEW
- Summary of Our Conceptualization of IT HR Strategy
- Review of Broader HR Strategy
- Concluding Comments on IT HR Strategyand Broader HR Strategy
- CASE STUDY METHODOLOGY
- Sample Selection and Data Collection
- Measures of IT HR Strategy
- Measures of Intention to Stay
- RESULTS AND DISCUSSION
- Why an Organization Would Be Categorized into DifferentIT HR Strategies
- Further Observations
- Theoretical Predictions
- Limitation
- IMPLICATIONS FOR FUTURE RESEARCH
- CONCLUSION
- NOTE
- APPENDIX A: DIRECT MEASURES OF IT HR STRATEGY
- Single-Item, Absolute Measure
- ___ A. Strategy A
- ___ B. Strategy B
- ___ C. Strategy C
- ___ D. Strategy D
- MULTIPLE-ITEM, RELATIVE MEASURE
- APPENDIX B: INDIRECT MEASURES OF IT HR STRATEGY
- IT HR Vision and Practices
- APPENDIX C: INDIRECT MEASURE OF INTENTION TO STAY
- REFERENCES
- 2 : FIRE FIGHTING GONE WRONG
- REACTIVE MANAGEMENT
- CONTRIBUTORS TO REACTIVE MANAGEMENT
- Individual Factors
- Situational Factors
- Competing Work Demands
- Immediate Work Environment
- Organizational Environment
- Normative System
- Reward System
- Information/Communication System
- MINIMIZING REACTIVE MANAGEMENT IN IT
- Recruiting and Selection
- Training and Development
- Especially for IT?
- CONCLUSION
- REFERENCES
- 3 : RETAINING IT PERSONNEL
- INTEGRATED FRAMEWORK
- ENVIRONMENTAL INFLUENCES
- GENERIC RETENTION STRATEGIES
- IT-SPECIFIC RETENTION STRATEGIES
- CONCLUSION
- ACKNOWLEDGMENTS
- REFERENCES
- 4 : AGENCY THEORYIMPLICATIONS FORINFORMATION SYSTEMSPROJECT MANAGEMENT
- OVERVIEW OF AGENCY THEORY
- INTERVIEWS WITH PROJECT MANAGERS
- AGENCY THEORY IN INFORMATION SYSTEMS PROJECTS
- Contract Structure in Agency Theory
- Contract Structure in IS Development Projects
- Contract Type in Practice: Provide a Variety of Incentives toIS Developers
- Monitoring in Agency Theory
- Monitoring in IS Development
- Monitoring in Practice: Monitor IS Projects in Multiple Ways
- Goal Conflict in Agency Theory
- Goal Conflict in IS Development
- Goal Conflict in Practice: Reduce Goal Conflict byUnderstanding its Basis
- Shirking in Agency Theory
- Shirking in IS Development
- Shirking in Practice: Be Vigilant for Shirking Behaviors
- Privately-Held Information in Agency Theory
- Privately-Held Information in IS Development
- Privately-Held Information in Practice: Be Vigilant forPrivately Held Information
- Task Programmability in Agency Theory
- Task Programmability in IS Development
- Task Programmability in Practice: Structure IS Projects inMultiple Ways
- CONCLUSION
- NOTE
- REFERENCES
- 5 : THE COGNITIVEENVIRONMENT AMONGIT WORKERS
- THE COGNITIVE ENVIRONMENT AMONG IT WORKERS
- ADAPTION-INNOVATION THEORY
- SUBDIMENSIONS OF ADAPTION AND INNOVATION
- WHICH IS BETTER? ADAPTION OR INNOVATION?
- LITERATURE REVIEW
- COMPARISON OF THE KAI TO OTHER MEASURES
- ADAPTORS AND INNOVATORS:WHERE DO WE FIND THEM?
- ADAPTORS AND INNOVATORS IN GROUPS
- POTENTIAL USE OF THE THEORY
- INFORMATION TECHNOLOGY AND COGNITIVE STYLE
- IMPLICATIONS FOR THEORY AND PRACTICE
- CONCLUSION
- ACKNOWLEDGMENTS
- NOTES
- REFERENCES
- II : IT WORKERS AND THEIR CAREERS
- 6 : VOLUNTARY TURNOVERDECISIONS
- INTRODUCTION
- RESEARCH ON CAREER ISSUES OFINFORMATION SYSTEMS PROFESSIONALS
- Internal Factors
- External Factors
- Voluntary Turnover Models
- Rational Models of Voluntary Turnover
- Understanding Voluntary Turnover inInformation Systems Professionals
- An Instinctual Model of Voluntary Turnover
- RESEARCH METHOD
- Individual Resumes and the "Long Interview" Technique
- Analyzing Narratives
- RESULTS
- Challenges
- Growth
- Opportunity
- Control
- Lifestyle
- DISCUSSION
- Implications for IS Professionals
- Implications for Organizations
- Implications for the Professional Society
- Suggestions for Future Research
- CONCLUSION
- ACKNOWLEDGMENT
- APPENDIX A:
- Reflective Career Biographies (New Zealand)Interview Guide
- 7 : AN EXAMINATION OF SKILLREQUIREMENTS OFINFORMATION TECHNOLOGYPROFESSIONALS DURING THEEIGHTIES AND THE NINETIES
- INTRODUCTION
- Research Method
- Results
- Programmers
- Systems Analysts
- IT Managers
- Educational Background
- Discussion
- CONCLUSION
- ACKNOWLEDGMENTS
- REFERENCES
- 8 : WE'RE NOT INKANSAS ANYMORE
- INTRODUCTION
- Background of Career Management in Organizations
- Traditional Careers
- Career Management and Human Resource Practices
- Issues in IT Career Management
- Fewer Jobs For Life
- Globalization and Diversity
- Education and Training
- Technology and Politics
- Responsibility for Personal Development
- Responsibility of Organizations
- Adapting Career Management to a Dynamic Environment
- Organizational Support for IT Professionals
- Strategic Career Management for IT Professionals
- Technician, Manager or Business Integrator?
- Career Readiness, Behaviors and Beliefs for IT Professionals
- Skill Requirements and Expectations of IT Professionals
- Contracts, Opportunities, and Assignments
- Summary and Conclusions
- REFERENCES
- 9 : CAREER ORIENTATION OFIT PERSONN
- INTRODUCTION
- REVIEW OF THE LITERATURE
- Career Anchors
- Organizational Commitment
- Career Anchors of Information Technology Professionals
- Organizational Commitment ofInformation Technology Professionals
- RESEARCH QUESTIONS
- Research Question 1
- Research Question 2
- RESEARCH DESIGN
- Sample and Data Collection Strategy
- FINDINGS
- Respondents
- Career Anchors and Organizational Commitment
- DISCUSSION AND IMPLICATIONS
- Research Question 1
- Research Question 2
- DIRECTIONS FOR FUTURE RESEARCH
- REFERENCES
- III :DIVERSITY IN IT
- 10 : AGEDISCRIMINATION OFCOMPUTER PROGRAMMERS
- INTRODUCTION
- DISCRIMINATION
- Gender Inequality and Discrimination
- Age Inequality and Discrimination
- RESEARCH QUESTIONS
- Gender
- Age
- HUMAN CAPITAL THEORY
- HUMAN CAPITAL MODEL
- HUMAN CAPITAL MODEL WITH SPECIFIC SKILLS
- RESEARCH METHODOLOGY
- Gender Study Details and Summary Statistics
- Age Study Details and Summary Statistics
- MODEL RESULTS
- Gender
- Human Capital Model Results
- Human Capital Model and Specific Skills
- Discussion of Results
- Age
- Human Capital Model Results
- Human Capital Models with Specific Skills
- Discussion of Results
- CONCLUSION AND FUTURE RESEARCH
- ACKNOWLEDGMENTS
- APPENDIX A: DATA TREATMENT
- REFERENCES
- 11 : GENDER AND CAREER CHOICEDETERMINANTS ININFORMATION SYSTEMSPROFESSIONALS
- INTRODUCTION
- Gender and the IT Workforce
- METHODOLOGY
- RESULTS AND DISCUSSION
- Factors Determining Career Choice
- Parents' Occupation and Attitudes
- Early Computer Experiences
- Social Expectations and Encouragement
- Role Models
- Self-Efficacy
- Outcomes: Satisfaction With IT as a Career Choice
- SUMMARY AND CONCLUSIONS
- ACKNOWLEDGMENTS
- NOTE
- REFERENCES
- 12 : MANAGING DIVERSITY ORVALUING DIVERSITY?
- INTRODUCTION
- THE STATE OF GENDER AND THE IT LABOR M
- IMPLICATIONS FOR HRM
- WINIT/WINWIT FINDINGS
- KEY ISSUES
- GOOD PRACTICES DRAWN FROMINITIAL WINIT/WINWIT FIELDWORK
- FLEXIBLE WORK STRUCTURES
- ICT SURVIVAL TOOLKIT
- CONCLUSION
- NOTES
- REFERENCES
- 13 : THEEXISTENCE AND VALUE OFDIVERSITY IN THE GLOBALIT WORKFORCE
- INTRODUCTION
- THE IT DIVERSITY RESEARCH FRAMEWORK
- RECOGNIZING THE EXISTENCE OF DIVERSITY INTHE IT SECTOR
- RECOGNIZING THE VALUE OF DIVERSITY IN THE IT SECTOR
- A RESEARCH AGENDA FOR DIVERSITY IN IT
- Haiyan Huang: Situated Culture in Globally Distributed ITWork (Outsourcing)
- Allison Morgan: Individual Differences inWeb Searching Behavior
- Jeria Quesenberry: Diversity in the IT Workforce
- Benjamin Jwee Kiat Yeo: Diversity inKnowledge Economy Development
- Eileen M. Trauth: The Individual Differences Theoryof Gender and IT
- CONCLUSION
- ACKNOWLEDGMENT
- NOTES
- REFERENCES
- IV : ORGANIZATIONAL ISSUES
- 14 : MANAGING TRAINING IN ATECHNOLOGY CONTEXT
- INTRODUCTION
- METHODOLOGY
- TECHNOLOGY-SUPPORTED TRAINING MANAGEMENTA MACROLEVEL VIEW
- ORGANIZATION CONTEXT AND ADAPTATION
- STAFFING STRATEGY
- Multifacted Skill Set
- Outsourcing
- STRATEGIC USE OF TECHNOLOGY
- Training Management Systems
- Traditional and Distance Approaches-Hybrids Emerge
- CONCLUSIONS AND FUTURE RESEARCH
- Organizational Context
- Staffing Strategy
- Strategic Use Of Technology
- REFERENCES
- 15 : DO YOU KNOW WHEREYOU BELONG?
- INTRODUCTION
- BACKGROUND LITERATURE
- Social Identity Theory
- Organizational Identification
- MULTIPLICITY OF IDENTITIES IN BOUNDARY-SPANNING VTS
- Moderating Effect of Media Use
- Social Comparison by in Boundary Spanning VT Members
- Identity Salience in VT Members
- Situated and Deep Structural Identification in VT Members
- THREE SCENARIOS OF MULTIPLE IDENTIFICATIONIN VT MEMBERS
- CONCLUSION
- REFERENCES
- 16 : INFORMATION TECHNOLOGYENABLEDEMPLOYEE DEVIANCE
- INTRODUCTION
- BACKGROUND: DEVIANCE IN THE WORKPLACE
- WORKPLACE CHANGE: MOVING TOWARD THEINFORATION TECHNOLOGYENABLED WORK ENVIRONMENT
- DEVIANCE IN THE INFORMATION TECHNOLOGYENABLED WORKPLACE
- Theory, Deviance, and Resistance
- A CASE STUDY
- Research Methods
- Increases IN Social Control Efforts
- The Dot-Com Bubble
- The Myth of Silicon Valley
- The Myth of the Future Downtime
- Resistance
- CONCLUSIONS
- Implications
- REFERENCES
- 17 : EMPLOYMENT SHARING FORIT MICROAND SMALL BUSINESS
- INTRODUCTION
- BACKGROUND
- Job Sharing Versus Employment Sharing
- MODEL
- VALIDATION OF THE MODEL
- DISCUSSION
- Defining the Need
- Skill/Resource Shortage
- Company Lifecycle
- Budget
- HR STRATEGIC OBJECTIVES-RULES OF ENGAGEMENT
- Delivery & Benefits Realization
- Flexibility and Efficiency
- Diversity
- Mentoring
- Shared Costs
- Increased Staff Retention
- ISSUES TO BE MANAGED
- Competition-How Your Employee can Workfor Your Competitor and You
- Insurance Covers-Coverage Only Provided for Full TimeEmployees Within One Organization
- Employment Broker-Who Identifies the Firms and theLikely Employees?
- IMPLICATIONS FOR HUMAN RESOURCE MANAGEMENT
- Female Entrepreneurship in MSEs
- Benefits of Employment Sharing
- Jobs Suitable for ES
- CONCLUSION
- REFERENCES
- 18 : ESTABLISHING THEECONOMIC VALUE OF ANINFORMATION TECHNOLOGYWORKFORCE
- INTRODUCTION
- WHAT IS AN IT WORKFORCE?
- WHY CALCULATE ANECONOMIC VALUE FOR THE IT WORKFORCE?
- Evaluating Human Resource Management Programs forIT Personnel
- Assessing the Value of Particular Skills
- Supporting Hiring and Retention Program Decisions
- Improving Movement of Employees Into Management
- Evaluating New Projects
- External Evaluation or Benchmarking
- ON WHAT BASIS CAN VALUE BE ESTABLISHED?
- Past Spending
- Current Salaries
- Replacement Costs
- Intangible Value not Allocated to Other Assets
- Future Earnings Generation
- Reconciliation of Values Derived by Alternate Methods
- PRACTICAL ISSUES
- CONCLUSION
- ACKNOWLEDGMENTS
- REFERENCES
- ABOUT THE AUTHORS
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