This study combines a narrative review with meta-analytic techniques to yield important insights about the existing research on turnover of information technology professionals. Our narrative review of 33 studies shows that the 43 antecedents to turnover intentions of IT professionals could be mapped onto March and Simon's (1958) distal-proximal turnover framework. Our meta-analytic structural equation modeling shows that proximal constructs of job satisfaction (reflecting the lack of desire to move) and perceived job alternatives (reflecting ease of movement) partially mediate the relationships between the more distal individual attributes, job-related and perceived organizational factors, and IT turnover intentions. Building on the findings from our review, we propose a new theoretical model of IT turnover that presents propositions for future research to address existing gaps in the IT literature.

/pdf/turnover-of-information-technology-professionals-a-narrative-3n58sfveq1.pdf

Turnover of information technology professionals: a narrative review, meta-analytic structural equation modeling, and model development

Little research has examined the impacts of enterprise resource planning (ERP) systems implementation on job satisfaction. Based on a 12-month study of 2,794 employees in a telecommunications firm, we found that ERP system implementation moderated the relationships between three job characteristics (skill variety, autonomy, and feedback) and job satisfaction. Our findings highlight the key role that ERP system implementation can have in altering well-established relationships in the context of technology-enabled organizational change situations. This work also extends research on technology diffusion by moving beyond a focus on technology-centric outcomes, such as system use, to understanding broader job outcomes.

Job characteristics and job satisfaction: understanding the role of enterprise resource

This paper examines the objective career histories, mobility patterns, and career success of 500 individuals drawn from the National Longitudinal Survey of Youth (NLSY79), who had worked in the information technology workforce. Sequence analysis of career histories shows that careers of the IT workforce are more diverse than the traditional view of a dual IT career path (technical versus managerial). This study reveals a new career typology comprising three broad, distinct paths: IT careers; professional labor market (PLM) careers; and secondary labor market (SLM) careers. Of the 500 individuals in the IT workforce, 173 individuals pursued IT careers while the remaining 327 individuals left IT for other high-status non-IT professional jobs in PLM or lower-status, non-IT jobs in SLM careers. Findings from this study contribute to refining the concept of "boundaryless" careers. By tracing the diverse trajectories of career mobility, we enrich our understanding of how individuals construct boundaryless careers that span not only organizational but also occupational boundaries. Career success did not differ in terms of average pay for individuals in IT and PLM careers. By contrast, individuals in SLM careers attained the lowest pay. We conclude this study with implications for future research and for the management of IT professionals' careers.

/pdf/the-career-paths-less-or-more-traveled-a-sequence-analysis-2x6x2ctalr.pdf

The career paths less (or more) traveled: a sequence analysis of IT career histories, mobility patterns, and career success

Little research has examined the impacts of enterprise resource planning (ERP) systems implementation on job satisfaction Based on a 12-month study of 2,794 employees in a telecommunications firm, we found that ERP system implementation moderated the relationships between three job characteristics (skill variety, autonomy, and feedback) and job satisfaction Our findings highlight the key role that ERP system implementation can have in altering wellestablished relationships in the context of technology-enabled organizational change situations This work also extends research on technology diffusion by moving beyond a focus on technology-centric outcomes, such as system use, to understanding broader job outcomes

Job characteristics and job satisfaction: understanding the role of enterprise resource planning system implementation 1

The use of H-1B and other work visas to hire foreign information technology (IT) professionals in the United States has attracted significant controversy and policy debates. On one hand, hiring high-skill foreign IT professionals on work visas can be advantageous for U.S. firms and the overall economy. On the other hand, high-skill immigration can adversely impact the wages of foreign and American IT professionals. This study uses data on skills and compensation of more than 50,000 IT professionals in the United States over the period 2000--2005 to study patterns in compensation of foreign and American IT professionals to inform these debates. Contrary to the popular belief that foreign workers are a cheap source of labor for U.S. firms, we find that after controlling for their human capital attributes, foreign IT professionals (those without U.S. citizenship and those with H-1B or other work visas) earn a salary premium when compared with IT professionals with U.S. citizenship. The salary premiums for non-U.S. citizens and for those on work visas fluctuate in response to supply shocks created by the annual caps on new H-1B visas. Setting lower and fully utilized annual caps results in higher salary premiums for non-U.S. citizens and those with work visas. We discuss implications of this study for crafting informed visa-and immigration-related policies by the U.S. government, for staffing practices of firms, and for human capital investments by IT professionals.

https://terpconnect.umd.edu/~smithas/papers/mithaslucas2010ms.pdf

Are Foreign IT Workers Cheaper? U.S. Visa Policies and Compensation of Information Technology Professionals

Organizational approaches to managing information systems (IS) professionals have been making headlines as technology-intensive businesses search for ways to cope with an ever-changing economic landscape. Consequently, understanding and predicting employee quitting or separation behavior is crucial. We incorporate human capital theory from economics to form an alternative theoretical perspective for understanding IS professionals' separation and retention. This shift allows us to focus on precursors to observed separation, rather than attitudinal precursors of intentions. We introduce three new constructs: pressure to separate, retention frontiers, and separation thresholds. These constructs provide a basis for identifying when an employee is close to leaving the firm and for a new approach to analyze the potential effectiveness of action taken by a firm to change separation behavior: pre-implementation retention intervention assessment (PRI-assessment). We illustrate the application of the new approach using data on the observed separation behavior of 661 IS professionals at a large multidivision firm.

Nearing the Threshold: An Economics Approach to Pressure on Information Systems Professionals to Separate from Their Employer

Introduction During the last thirty years, the financial markets have demonstrated the remarkably dynamic nature of competitive advantage and reward derived from innovative investments in information technology (IT). Pioneers like Batterymarch Financial Management, whose early use of mainframe-based decision support for equity portfolio construction resulted in large profits for the firm, showed the direction that future investments in information technology would take in support of investment management.

Dark Pockets and Decision Support: The Information Technology Value Cycle in Efficient Markets

We introduce human capital theory from Economics and place it in context with traditional approaches to the study of IT personnel turnover. Using data on 732 IT professionals, we find longstanding empirical regularities are absent from the recent data but that these irregularities may be explained by extending human capital theory to account for important characteristics of the IT professional’s job-specific IT human capital. This new theory holds up under empirical testing in which a traditional binomial logit model is adapted to include IT human capital. In addition to providing a different theoretical perspective on the determinants of IT personnel turnover and a shift in focus from intent to actual turnover behavior, this research offers researchers and senior managers an alternative approach to understanding the talented IT professionals upon which modern organizations depend.

It human capital and the information systems professional's decision to leave the company

Turnover among information systems (IS) professionals in American industry is currently making headlines as managers in information technology (IT)-intensive businesses search for ways to cope. Consequently, understanding and predicting the impact of workforcerelated policy and interventions that can influence employee separation behavior is crucial. This paper introduces two constructs aimed at refining our understanding of retention mechanics: retention frontiers and separation thresholds. These constructs enable a balanced view of relevant tirm and individual level concerns. The new constructs also provide a basis for the new analytical approach we recommend: the preimplementation retention intervention assessment (PRIassessment). We illustrate the application of the new approach and constructs using data on the observed separation behavior of 474 IS professionals at a large multidivision firm.

Separation thresholds, retention frontiers, and intervention assessment: human capital in the information technology workforce

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Nearing the Threshold: An Economics Approach to Pressure on Information Systems Professionals to Separate from Their Employer

Dark Pockets and Decision Support: The Information Technology Value Cycle in Efficient Markets

It human capital and the information systems professional's decision to leave the company

Separation thresholds, retention frontiers, and intervention assessment: human capital in the information technology workforce