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Please use this identifier to cite or link to this item: http://hdl.handle.net/2451/14530

Authors: Turner, Jon A.
Baroudi, Jack J.
Issue Date: Nov-1985
Publisher: Stern School of Business, New York University
Series/Report no.: IS-85-100
Abstract: It is accepted, generally, that Information Systems (IS) personnel have specific needs and present a unique set of problems for management. This position is challenged. It is our contention that IS personnel exhibit relatively few differences when compared with other, similar, occupational groupings. This does not imply, however, that the unique aspects of IS work are unimportant, or that attention need not be focused on understanding the determinants of particular behavioral outcomes. Rather, it suggests, that the effective management of the IS human resource may well rest more on general management practices than is commonly believed. This paper identifies managerial complaints about IS personnel and provides a summary of research findings. A model, based on accepted principles of worker behavior, intended to integrate much of the previous work, is presented. The IS staff is classified into categories and propositions about each are developed. Specific research questions are formulated which, when answered, will provide more insight into the unique aspects of IS work and will identify managerial strategies for improving employee performance and well being.
URI: http://hdl.handle.net/2451/14530
Appears in Collections:IOMS: Information Systems Working Papers

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