Job Satisfaction of Information Technology Workers: The Impact of Career Orientation and Task Automation in a CASE Environment

The study delved into the impact of intragroup conflict on turnover intentions and cultural commonalities and differences in job satisfaction that mediates the relationship. To identify correlations among intragroup conflict, job satisfaction and turnover intentions for each Korean and Chinese employee, the study analyzed questionnaires used to survey Korean employees working at Korean companies and Chinese workers in Korean companies based in China. The study divided intragroup conflict into two types - relation conflict and task conflict - and looked into the impact of each conflict on turnover intentions, and found that both types of conflict heightened turnover intentions of both Korean and Chinese workers. The study also attempted to prove the mediating effects of job satisfaction on the relationship between relation conflict and task conflict, and turnover intentions. As a result, mediating effects were found only in the relationship between relation conflict and turnover intentions among Chinese employees, while Korean workers saw the same effects only in the relationship between task conflict and turnover intentions. The above-mentioned results indicate the following implications. Firstly, there were common effects of intragroup conflict on turnover intentions for both Korean and Chinese employees. Such effect can be understood from culture universal perspective. Secondly, differences emerged in the mediating effects of job satisfaction in the relationship between turnover intentions and intra-group conflicts. That is understandable from culture specific perspective. Thirdly, the result that can be inferred from the aforementioned findings is that when it comes to cross-cultural research on methods of management, it is important to consider two types of approaches - culture universal and culture specific approaches. Lastly, the study also indicated that companies operating overseas should seek both localized and global management.

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What Drives the Vacancy Rate for Information Technology Workers? / Was bestimmt den Mangel an IKT-Fachkräften?

Jahrbücher für Nationalökonomie und Statistik ◽

10.1515/jbnst-2002-0402 ◽

2002 ◽

Vol 222 (4) ◽

Author(s):

Martin Falk

Keyword(s):

Information Technology ◽

Vacancy Rate ◽

Turnover Rates ◽

High Turnover ◽

Information Technology Workers ◽

Cross Sectional ◽

The Past ◽

Technology Workers ◽

Job Vacancy ◽

Year 2000

SummaryThis paper provides empirical evidence on both the magnitude and determinants of unfilled positions for information technology workers using cross-sectional data on 4150 German firms. Vacancies are defined as unfilled positions excluding those created by replacement needs during the first half of the year 2000. The share of vacancies created by replacement needs is only about 20 percent, indicating that high turnover rates are not the main reason for high vacancy rates. The adjusted job vacancy rate for ICT workers varies between 5.7 percent in the ICT sector and 6.7 percent in the non-ICT sector. The results of a generalized tobit model show that the adjusted vacancy rate mainly depends on the firm size, the share of ICT workers and actions taken in the past to solve the ICT worker shortage, but not on the diffusion of ICT. In the ICT sector, the decision made in the past to train apprentices in the new ICT occupations seems to have reduced the current vacancy rate. In the non-ICT sector, a successful strategy to solve the ICT worker shortage appears to be increased internal training. Finally, in the non-ICT sector, the common practice of completely outsourcing software programming significantly reduces the probability of vacancies.

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