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Determinants of Turnover Intentions: Comparing IC and IS Personnel

Author

Listed:
  • Tor Guimaraes

    (J. E. Owen Chair, College of Business Administration, Tennessee Technological University, Cookeville, Tennessee 38505)

  • Magid Igbaria

    (College of Business Administration, Drexel University, Philadelphia, Pennsylvania 19104)

Abstract

Personnel is one of the most important resources for the performance of Information Systems (IS) and Information Center (IC) organizations. The scarcity of new employees, the difficulty of training and a high turnover make personnel management in these areas a difficult problem. For IS employees, the relationships between job satisfaction, organizational commitment and intention to leave the organization have been established. Because the size of the investment and the number of organizations establishing IC organizations are growing dramatically, it has become important to understand the determinants of turnover intentions for IC as well as IS employees. Are IC employees similar to their IS counterparts? Or, is their nature basically different, as some studies have suggested? This study examines the differences between IS and IC employees in terms of demographic characteristics, participation on boundary spanning activities, role stressors, overall job satisfaction, organizational commitment and turnover intentions. The differences are found to be significant and call for special attention from IC managers to manage more properly their personnel resources. IC employees were found to participate more extensively in boundary spanning activities, experienced more role stressors (role ambiguity and role conflict), were less satisfied with their jobs and less committed to their organization. The findings also demonstrate the importance of organizational commitment as an intervening variable in models of turnover. While overall job satisfaction had both direct and indirect effects on turnover intentions among IC employees, for IS personnel it had only indirect effects through organizational commitment. The effects of role stressors and boundary spanning activities were found to be indirect via overall job satisfaction and organizational commitment for both IC and IS employees. The implications of these findings for practicing managers and for future research are discussed.

Suggested Citation

  • Tor Guimaraes & Magid Igbaria, 1992. "Determinants of Turnover Intentions: Comparing IC and IS Personnel," Information Systems Research, INFORMS, vol. 3(3), pages 273-303, September.
    • Handle: RePEc:inm:orisre:v:3:y:1992:i:3:p:273-303
    DOI: 10.1287/isre.3.3.273
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    Citations

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    Cited by:

    1. Wong, Poh Kam & Lee, Lena & Leung, Aegean, 2006. "Entrepreneurship by circumstances and abilities: the mediating role of job satisfaction and moderating role of self-efficacy," MPRA Paper 596, University Library of Munich, Germany.
    2. Chang, Christina Ling-hsing, 2010. "The study of the turnover of MIS professionals—The gap between Taiwanese and US societies," International Journal of Information Management, Elsevier, vol. 30(4), pages 301-314.
    3. Frank MacCrory & Vidyanand Choudhary & Alain Pinsonneault, 2016. "Research Note—Designing Promotion Ladders to Mitigate Turnover of IT Professionals," Information Systems Research, INFORMS, vol. 27(3), pages 648-660, September.
    4. Patrick Lalonde & Guy Paré & Michel Tremblay, 2001. "The Role of Organizational Commitment and Citizenship Behaviors in Understanding Relations between Human Resources Practices and Turnover Intentions of IT Personnel," CIRANO Working Papers 2001s-24, CIRANO.
    5. Guy Paré & Michel Tremblay, 2000. "The Measurement and Antecedents of Turnover Intentions among IT Professionals," CIRANO Working Papers 2000s-33, CIRANO.
    6. Janice Lo, 2015. "The information technology workforce: A review and assessment of voluntary turnover research," Information Systems Frontiers, Springer, vol. 17(2), pages 387-411, April.

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