Abstract
Purpose – The purpose of this study was to develop and validate an instrument/scale to assess the performance of Indian software professionals.
Design/methodology/approach – Data were collected from 441 software and senior software engineers from eight Indian software firms. The team leaders assessed the performance of software and senior software engineers on 16 items. The software engineers self-reported their experience, need for achievement, and need for social power. The financial performance of the software firms where the software engineers were working was procured from secondary sources.
Findings – The exploratory and confirmatory factor analyses of scores on 16 items of the instrument suggest six dimensions of performance. They are (a) work-efficiency, (b) personal resourcefulness, (c) inter- and intra-personal sensitivity, (d) productivity orientation, (e) timeliness, and (f) business intelligence. The dimensions have reliability and high convergent validity. Software professionals having more years of experience, higher need for achievement, and higher need for social power are high performers. The (low) high performing software professionals are from firms that have (lower) higher financial performance.
Practical implications – Human resource managers can evaluate the performance of software professionals holistically on six dimensions for training, reward administration, job rotation, and promotion decisions.
Originality/value – This study develops a behavioural instrument to assess the performance of Indian SP’s.
Design/methodology/approach – Data were collected from 441 software and senior software engineers from eight Indian software firms. The team leaders assessed the performance of software and senior software engineers on 16 items. The software engineers self-reported their experience, need for achievement, and need for social power. The financial performance of the software firms where the software engineers were working was procured from secondary sources.
Findings – The exploratory and confirmatory factor analyses of scores on 16 items of the instrument suggest six dimensions of performance. They are (a) work-efficiency, (b) personal resourcefulness, (c) inter- and intra-personal sensitivity, (d) productivity orientation, (e) timeliness, and (f) business intelligence. The dimensions have reliability and high convergent validity. Software professionals having more years of experience, higher need for achievement, and higher need for social power are high performers. The (low) high performing software professionals are from firms that have (lower) higher financial performance.
Practical implications – Human resource managers can evaluate the performance of software professionals holistically on six dimensions for training, reward administration, job rotation, and promotion decisions.
Originality/value – This study develops a behavioural instrument to assess the performance of Indian SP’s.
| Original language | English |
|---|---|
| Article number | 03 |
| Pages (from-to) | 176-193 |
| Number of pages | 18 |
| Journal | Journal of Advances in Management Research |
| Volume | 07 |
| Issue number | 02 |
| Publication status | Published - 12-07-2010 |
All Science Journal Classification (ASJC) codes
- Organizational Behavior and Human Resource Management