IT Managers’ Narratives on Subordinates’ Motivation at Work: A Case Study

The It Consultancy Firm

In an IT consultancy firm there is typically little direct contact between the IT managers (the team leaders) and the IT consultants (the subordinates). After the IT team managers assign the IT consultants to the customers, the IT consultants locate to the customers’ place of business where they are under the supervision of the customers. In this increasingly common professional workplace, where consultants tend to work independently from their statutory employers, managers must trust significantly in their subordinates’ self-motivation. According to Jackson and Carter (1995), when a workforce is complex, fragmented and physically remote, an understanding of the organization’s members is a necessity.