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

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

Lars Göran Wallgren, Svante Leijon, Kerstin Malm Andersson
Copyright: © 2013 |Pages: 16
ISBN13: 9781466619548|ISBN10: 1466619546|EISBN13: 9781466619555
DOI: 10.4018/978-1-4666-1954-8.ch019
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MLA

Wallgren, Lars Göran, et al. "IT Managers’ Narratives on Subordinates’ Motivation at Work: A Case Study." User Perception and Influencing Factors of Technology in Everyday Life, edited by Anabela Mesquita, IGI Global, 2013, pp. 282-297. https://doi.org/10.4018/978-1-4666-1954-8.ch019

APA

Wallgren, L. G., Leijon, S., & Andersson, K. M. (2013). IT Managers’ Narratives on Subordinates’ Motivation at Work: A Case Study. In A. Mesquita (Ed.), User Perception and Influencing Factors of Technology in Everyday Life (pp. 282-297). IGI Global. https://doi.org/10.4018/978-1-4666-1954-8.ch019

Chicago

Wallgren, Lars Göran, Svante Leijon, and Kerstin Malm Andersson. "IT Managers’ Narratives on Subordinates’ Motivation at Work: A Case Study." In User Perception and Influencing Factors of Technology in Everyday Life, edited by Anabela Mesquita, 282-297. Hershey, PA: IGI Global, 2013. https://doi.org/10.4018/978-1-4666-1954-8.ch019

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Abstract

Little is known about managers’ perception of their subordinates’ motivation, especially how this perception influences managerial behavior. This study, conducted in the growing IT consultancy sector, focuses on how IT consultancy first-line managers construct their subordinates’ motivation. Since work motivation is a complex phenomenon, there is variation in how managers reduce this complexity. The empirical data was collected in semi-structured interviews with six team leaders (three female, three male) and are presented as narratives. In their narratives, the female team leaders present a more transformative view of their subordinates while the male managers present a more transactional view. The authors interpret this variation in the narrations as evidence that the issue of subordinate motivation is not seen as strategically important. This interpretation cast doubts on certain assumptions in organizational psychology theory.

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