Anna Beatriz Bezerra Grecco
DXC Technology, Brazil
E-mail: anna.grecco@outlook.com
Daniel René Tasé
Velázquez
Methodist University
of Piracicaba (UNIMEP), Brazil
E-mail: dtasev88@gmail.com
Lorena Hernández Mastrapa
Methodist University
of Piracicaba (UNIMEP), Brazil
E-mail: lorenahmastrapa@gmail.com
Submission:
6/12/2020
Accept: 7/30/2020
ABSTRACT
The purpose of this paper is to identify and
evaluate which managerial style prevails in the operational area of five IT
companies and their relationship with the job satisfaction of their employees.
For data collection, a questionnaire was applied to 120 participants,
validating 110 responses. Questions regarding the three factors of EAEG
were integrated in order to identify the focus in which the leadership
predominantly operates in these companies, and the five dimensions of EST
were used to measure the level of employees satisfaction regarding each
dimension evaluated. Descriptive statistical processing allowed to observe that
the managerial style focused on the Task prevails, with an overall
average score of
Keywords: managerial styles assessment; job satisfaction; information technology (IT)
1.
INTRODUCTION
Employee satisfaction
within organizations is a relevant topic that is constantly being studied since
good professional performance contributes to an organizational success in a competitive
market, mainly due to the fact that job satisfaction is related to several
other constructs and behaviors, such as, commitment and productivity; in
contrast and negatively, to work stress and absenteeism (Rueda et. al., 2012).
Vroom (1994), believed
that satisfaction was the cause of relevant behaviors for good progress of the
work, thus, reflecting on indicators of good performance, high productivity,
few failures, among others. Organizations with satisfied employees make
satisfied customers, so the more quality and favorable conditions there are in
the work environment, the better the results presented.
Studies address and
evaluate the negative experiences and consequences that employees may have, as
a result of their experience in work activities (Warr, 2007). Hence, it was
identified: devaluation of human capital, absence of adequate working
conditions, even of remuneration and benefits, organizations where the value
system is unacceptable or incompatible with the individual, monotonous tasks
and a leadership style that retains participation and development of employees,
condemning them to feelings of frustration, pessimism and poor performance
(Maio, 2016).
Thus, it becomes
relevant to know which practices, actions or characteristics of leadership can
positively influence the satisfaction and interpersonal relationship of the
team, enabling a positive experience in the organization (Sant’anna et al.,
2012). Teams are self-directed and self-motivated, when their leaders
understand that their roles are fundamental in the satisfaction of the teams,
being able to comprehend and manage them (Batista et al., 2016). If leaders are
not attentive, willing to change, mature and update themselves with the changes
taking place in the business environment, they will put their organizations at
risk (Hunter, 2004).
Currently, with the
increasing demand for products and services in the Information Technology (IT)
market, active organizations in this field seek to remain competitive,
profitable, with high approval rate in the face of volatile competition,
dedicating themselves to serving their investors. and customers (Rossetti &
Morales, 2007). Leading organizations are looking for professionals who are
able to play a leading role with excellence, motivating their teams and
collaborating with the organization's success, to ensure the superiority of
their products and services (Leucotron, 2019).
In the existing
socioeconomic scenario it is expected that every individual has skills of
behavioral and technical nature, so they know how to deal with the subjectivity
of human nature in their areas of expertise, as the success and survival of
organizations are increasingly dependent on the people skills, since, using
their knowledge and proficiencies, they meet the demands of their customers
(Lopes et al., 2017).
A study carried out by LoveMondays
identified that the IT sector is one of the most dissatisfied in terms of
salary and benefits within organizations (Exame, 2014). According to the
article published (online) in the Careers section of the digital edition of
EXAME magazine (2015), the good climate in the work environment is the element
that most impacts the satisfaction of Brazilian professionals, being ahead of
the possibility of earning a high salary.
Appearing ahead of the
remuneration value construct, other aspects such as benefits, professional
competence of colleagues and the relationship between them are also shown to be
a very important requirement. In this same edition (Exame, 2015), on the 24
areas studied, IT and telecommunications stood out that the most valued aspects
that directly impact on job satisfaction are: the work environment, corporate
benefits and flexibility.
In IT organizations,
control needs to be replaced by cooperation, dialogue and collaboration. These
companies are characterized by being knowledge-intensive and having a strong
dependence on work in project teams, which are primary production units. Being
the leadership and the managerial styles critical components, because it is
through the style adopted by the leader, that one can contribute with the
transformation of diverse individuals and of different origins, levels of
proficiency and experience, in a cohesive team, that can collaborate with the
increase in productivity and the commitment on all together achieve the
strategic and operational objectives of the organization (Lopes et al., 2017).
Once employees are engaged and, with a sense of responsibility and cooperation,
the organization becomes different from its competitors.
However, situations are
experienced where the relationships between managers and employees collide,
reproducing dissatisfaction in the professional sphere, negatively influencing
the results and performance of these organizations. This is due to the managerial
style adopted, which does not match the needs of the organization or the team,
preventing it from building a high performance group with autonomy and focus on
results (Braga et al., 2014; Lopes et al. , 2017; Maamari & Majdalani,
2017).
Thus, it is necessary
to understand how managerial styles are related to the job satisfaction of
employees in IT companies. This will help to adopt the necessary measures to
transform and aggregate these relationships in a positive way. Hence, with the
development of this work, it is intended to identify and assess which managerial
styles prevail in the operational area of five small IT companies and their
relationship with the job satisfaction of these employees. With this, one can
cooperate to enhance the quality of interpersonal relationships, equally, with
the aspects that foster satisfaction within the team.
2.
METHODOLOGY
Initially, a bibliographic research
was carried out in order to identify the main theoretical foundations on the subject
under study and to understand the concepts related to job satisfaction,
leadership, leadership styles, like them and satisfaction at work are related,
as well as, the organizational climate and culture. Table 1 presents the main
revised documents that served as a basis for understanding the concepts covered
in this work.
Table 1: Main studies consulted
|
Approach |
Author |
|
Job satisfaction |
Locke (1969; 1976); Siqueira (2008) |
|
Leadership |
Melo (2004); Turano e Cavazotte (2016); Barbosa et al. (2017); Maamari e Majdalani (2017) |
|
Climate, culture and organizational behavior |
Deal and Kennedy (1982); Schein (1992); Neves
(2001); Hellriegel et al. (2001); Santos and Gonçalves (2010); Maamari and
Majdalani (2017); Nunes and Zanetti (2017) |
|
Leadership, Management and IT |
Souza (2004); Carvalho (2010); Foina (2012); Foina and Eiras (2016);
Lopes (2017) |
As
a primary source of data collection, a qualitative and exploratory approach
based on semi-structured interviews and a questionnaire made available online
and semi-face-to-face was used to identify the judgment that employees have
regarding the managerial style perceived in their work environment, for
example. Through the application of the Managerial Styles Assessment Scale (EAEG
– Escala de Avaliação dos Estilos Gerenciais), from Melo (2004); and, the
indicative degree of job satisfaction of employees, referring to the five
dimensions assessed in the Job Satisfaction Scale (EST
– Escala de Satisfação no Trabalho), from Siqueira (2008).
The questionnaires were available
and shared via social media and e-mail containing sociodemographic questions
(age, sex and working time (years) in the company); also the questionnaires
alluded the dimensions of the EST grouping the items corresponding to each one,
and; containing those related to the three focus areas for which managers act
according to EAEG. Each interviewee was properly instructed on the concepts
evaluated with the support of the studied approaches as a result of the initial
bibliographic search (Table 1). A quantitative approach was used on the
statistical processing of the questionnaire responses to assess the EAEG and
EST results.
Management refers to the activities performed
by mangers, but a manager who is able to influence and guide a group to achieve
a goal, becomes a leader, in addition of being manager (Melo, 2004; Judge et
al., 2004). According to Melo (2004), the performance of leaders turns to one
of the following three aims: the task, the relationship and the situation.
Figure 1 presents the definitions of each factor in these two authors point of view.
Figure 1:
Leadership convergence on managerial styles
EAEG aims to expose the behavior of
the leader on a daily basis regarding to the employees he leads. This tool is
the result of a study developed in Melo (2004), in universities abroad in order
to map the behavior and managerial style of leaders and members of management
teams in several corporations. Based on the three factors presented in Figure
1, after validation (semantic and factorial), EAEG was made up of 19 constructs,
9 referring to Relationship factor, 6 to Task, and 4 to Situational (Melo,
2004). A 5-point scale, where, 1 = never acts like this; 2 = rarely does so; 3
= occasionally does so; 4 = often does so and 5 = always does so, allows to
calculate an average score and realize what leadership style is adopted in a
given work environment (Melo, 2004; Judge et. al., 2004).
The questionnaires used to assess the
leadership convergence were processed statistically in a Microsoft Excel®
spreadsheet, analyzing each factor and its items (constructs) independently, in
order to measure, by grouping the individual results of each questionnaire, the
general trend, regarding the respondents perception, of the managerial style
that governs the work environment.
The statistical analysis (descriptive)
of each key factor (kf), namely, Relationship (r), Situational (s),
and Task (t), allowed to calculate the average score value (
A low value of S indicates
that there is uniformity in the values obtained in the scoring of each item (i
= 1, ..., 5) of the evaluated factors (r, s, t) and that these values
are closer to the sample mean indicating a minor error. Lower values of A
indicate that there is little difference between the maximum and minimum score
corresponding to the item (i) of a given factor (r, s, t), thus,
proving by the result of the two variables that there is uniformity in the
point scale generated for that factor that is assessed.
Equations 1 to 3 were used to
calculate
Table 2 shows the items related to
each factor, Relationship, Situational and Task. As an indication of the
verified accuracy of the scale, Cronbach's alpha reliability coefficient
(α) for each factor is α = 0.94, α = 0.82 and α = 0.72,
respectively.
Table 2: Factors and description of each
item (# of the item in the scale) of EAEG
|
No. |
Factors |
Description |
|
1 |
Relationship (r) |
Allows time to debate with group members (24) |
|
2 |
Has a caring attitude in the relationship with collaborators (1) |
|
|
3 |
Interested in the feelings of the employees under his leadership (12) |
|
|
4 |
It is accessible to the led (25) |
|
|
5 |
Demonstrates respect for the ideas of the led (13) |
|
|
6 |
Encourages the presentation of new ideas in the workplace (19) |
|
|
7 |
Demonstrates confidence (21) |
|
|
8 |
Leader is understanding with the failures and errors of his led (6) |
|
|
9 |
Encourages its followers to express their opinions about work (17) |
|
|
1 |
Situational (s) |
Provides work autonomy for the team members who are confident about
the task to be performed (16) |
|
2 |
It provides greater or lesser work autonomy to the employees,
depending on their competence to perform the task (23) |
|
|
3 |
It gives employees the autonomy to work, who are motivated to perform
the task (28) |
|
|
4 |
It gives greater or lesser work autonomy to the team member depending
on his willingness to perform the task (7) |
|
|
1 |
Task (t) |
Appreciates discipline and preaches for maintaining hierarchy (15) |
|
2 |
Appreciates respect for authority (27) |
|
|
3 |
Maintains an uncompromising stance when it comes to meeting the
established deadlines (14) |
|
|
4 |
Requests group members to follow established norms and rules (22) |
|
|
5 |
Put work first (10) |
|
|
6 |
Indicates the specific tasks of each member of the group (20) |
Source: Adapted from Melo (2004)
EST built and validated in Siqueira (2008), has items that cover five
theoretical dimensions related to job satisfaction, using the expression
“satisfaction with” salary (s), colleagues (c), leadership (ld),
promotions (p) , nature of work (nw). The main objective is to
identify the degree of satisfaction of employees regarding to their work
environment.
According to Siqueira (2008), the
complete version of the EST has 25 items (five items for each of the five
dimensions). As it is a multidimensional measure, after its application, five
general average scores (
The result of each general average
score will vary between 1≤
Table 3: The five dimensions of the
EST and the 25 items that comprise it
|
Dimensions (d) |
Definitions |
Items
(i) |
Cronbach alfa (α) |
|
Satisfaction with colleagues (c) |
Contentment with the collaboration, friendship,
trust and the relationship the leader maintains with co-workers. |
1, 6, 14, 17 e 24 |
0,86 |
|
Satisfaction with salary (s) |
Contentment with the salary you receive compared to
the workload, professional capacity, cost of living and efforts made in
carrying out the work. |
5, 8, 12, 15 e 21 |
0,92 |
|
Satisfaction with management (ld) |
Contentment with the boss's organization and
professional capacity, his interest in the work of subordinates and
understanding between them. |
2, 9, 19, 22 e 25 |
0,90 |
|
Satisfaction with the nature of work (nw) |
Contentment with the interest the leader has for the
tasks, with the variety of these, and the ability to absorb the worker. |
7, 11, 13, 18 e 23 |
0,82 |
|
Satisfaction with promotions (p) |
Contentment with the number of times that you have
received promotions, the guarantees offered to those who are promoted, the
way the company performs promotions and the waiting time for the promotion. |
3, 4, 10, 16 e 20 |
0,87 |
Source: Adapted from Siqueira (2008, p. 269)
3.
RESULTS AND DISCUSSION
The application of the questionnaire
generated a total of 120 participations, totaling 5 IT companies. Regarding the
participants' area of operation, the operational area (software development)
prevailed. It was identified that the fact that 79 % of employees have been in
the company for less than 5 years is due to the interest of managers in
attracting young graduates to guarantee career opportunities and professional
experience for the operational staff.
Employees who accumulate permanence
between 6 and 10 years are managers directly linked to the operational area,
and employees who accumulate permanence between 11 and 15 years are those who
currently hold leadership positions. Only 3 % of respondents have been in the
same company for more than 16 years. Only 116 individuals reported their ages,
ranging from 19 to 39 years, with the average age of the participants in this
research being 27 years.
Figure 2 shows the participants
distribution by: (a) sex, and (b) time of working in the company.
Figure 2: Distribution of research participants attending: (a) sex, (b)
time in the company.
From 120 participations, only 110
were valid for analyzing the data regarding the relationship between managerial
styles and the degree of satisfaction from the EST dimensions.
After the statistical processing of
the questionnaires, there was a general tendency to perceive the managerial
style, according to the research participants, which prevails the style focused
on the Task factor (Table 4).
In interviews carried out so that
the participants could have access to the results of the questionnaires and
contribute to the descriptive analysis of the results, it was inferred the fact
that the Task factor prevails as a general trend of the managerial style
may be a consequence of these employees in the operational area are involved
with constant demands of IT projects, sometimes complex and with very tight
deadlines. This generates a tendency for the leadership to exercise its
performance more focused on fulfilling what must be done (execution and
development tasks) so that the projects are delivered on the scheduled date
without delay. With this objective, it is often not perceived that very
excessive and uncontrolled demands can lead to the neglect of not establishing
adequate professional bonds.
The general assessment of the
interviewees indicated that sometimes the atmosphere within the team goes
through moments of tension, given the demands and deadlines of the projects,
and the relationship between team members with managers and leaders is
difficult. About the performance of the staff members of the operational teams,
a bias towards autonomy regarding to the execution of the work content was
perceived.
Table 4 shows the statistical
analysis done after processing the questionnaires, which confirms the analysis
exposed above. The general score (P) for each item (i) of each
factor (f) results from Equation 5.
Where q represents each
questionnaire.
Table 4: Statistical analysis to
assess the predominant managerial style according to EAEG
|
Factors ( |
|||||
|
|
Task (t) |
|
Relationship
(r) |
|
Situational
(s) |
|
|
4.00 3.91 4.45 3.55 4.64 4.09 |
|
2.27 1.91 2.91 3.00 3.64 1.85 2.64 3.55 3.64 |
|
2.45 4.55 2.27 1.82 |
|
4.11 |
|
2.82 |
|
2.77 |
|
|
|
0.39 |
|
0.71 |
|
1.21 |
|
|
0.91 |
|
1.79 |
|
2.73 |
The individual analysis of the
questionnaires confirmed that 71 employees (65 %) indicated the Task focus
as the main one in which managers operate, followed by 22 (20 %) that indicated
the Relationship factor and 17 (15 %) the Situational factor.
The analysis of the job satisfaction
of the employees participating in this research showed that, with an index of
An average score of
Next, the salary and promotions
dimensions resulted, with an average score of
With an average index of
Table 5 presents the results
obtained after processing the questionnaire data regarding the EST,
representing the results described above. Pdi values were calculated
based on Eq. (5).
Table 5: Average score for each
dimension of the EST
|
Dimensions |
Items ( |
|
|
|
|
Colleagues (c) |
1 |
450 |
4.09 |
4.34 |
|
6 |
500 |
4.55 |
||
|
14 |
470 |
4.27 |
||
|
17 |
475 |
4.32 |
||
|
24 |
490 |
4.45 |
||
|
Salary (s) |
5 |
425 |
3.86 |
3.87 |
|
15 |
400 |
3.64 |
||
|
21 |
440 |
4.00 |
||
|
2 |
435 |
3.95 |
||
|
9 |
430 |
3.91 |
||
|
Leadership (ld) |
2 |
390 |
3.55 |
3.46 |
|
9 |
400 |
3.64 |
||
|
19 |
380 |
3.45 |
||
|
22 |
375 |
3.41 |
||
|
25 |
360 |
3.27 |
||
|
Nature of work (nw) |
7 |
490 |
4.45 |
5.09 |
|
11 |
625 |
5.68 |
||
|
13 |
480 |
4.36 |
||
|
18 |
615 |
5.59 |
||
|
23 |
590 |
5.36 |
||
|
Promotions (p) |
3 |
350 |
3.18 |
3.70 |
|
4 |
400 |
3.64 |
||
|
10 |
420 |
3.82 |
||
|
16 |
385 |
3.50 |
||
|
20 |
480 |
4.36 |
After the assessment done, it is
clear that the degree of satisfaction tends to be lower in situations where
there is an unhealthy relationship with the leadership and the work
environment.
Melo (2004), mentions that the transformational
leadership style is correlated with increased productivity and low voluntary
turnover in organizations, as the motivations are linked to charisma and
communication. However, it is still subject to restrictions for some scholars
of organizational behavior, since it is a particular characteristic of an
individual and not a group.
There is no formula to follow or the
best style to lead, but there are characteristics and attitudes that are
explicitly relevant to an individual who wants to be a successful leader and
wants to positively impact his employees. Leaders oriented to train, inform,
delegate, defend and animate, guarantee leadership on the path of success,
managing to meet the team's desires, generate satisfaction and increase the performance
of each employee, as stated by Marques (2019).
Foina and Eiras (2016) argue that
due to the high turnover of IT professionals, their retention in companies has
become a new challenge to be faced by the area dedicated to people management.
The study carried out by these authors in three companies in the public and
private sector, allowed to identify the profile of information technology
professionals, in order to understand what their needs and motivations were
within the work environment. The studied carried out by Foina and Eiras (2016)
as well as the present work can serve as a basis to understand what can be
improved to guarantee the job satisfaction of these professionals. The proposal
of these authors, based on the research carried out, includes as main
motivating elements of job satisfaction of IT employees:
1. A job that provides personal and
professional balance.
2. Competitive salary, other benefits
regarding time management itself.
3. Dynamic and challenging work, varied
work content.
4. Possibility to develop innovative
solutions and to carry out training and improvement courses, even outside
working hours.
5. Ability to, through their work,
influence the company's strategic decision-making.
6. Availability of adequate means of
work, this influences the productivity and speed of the execution of
activities.
7. Good organizational climate and
professional recognition are motivating elements for staying in organizations.
8. Adequate strategic planning and
execution of effective motivational campaigns to ensure employee retention.
9. Low risk as to the possibility of
entering the labor market or changing jobs.
10. Indicate colleagues or friends to be
part of the team.
These 10 elements were also fully
confirmed in the interviews conducted with the participants of the current research.
3.3.1.
Management 3.0 - a new leadership
vision
The traditional way of managing has been migrating to the managerial model
called Management 3.0, emerging with a new concept of leadership (Appelo,
2010). It is a set of tools and practices aimed at helping to manage an
organization. Its ideals are based on energizing people, teams, reducing
restrictions, developing skills and growing in structure through a realistic
approach to lead, manage and improve teamwork.
This managerial model allows to
apply practices and skills aimed at developing and managing happy people;
analyzes the organization's system to find the right solutions for effective
leadership. The tools aim to answer the questions: how can we measure
performance? How can we reward people in a better way? How can we motivate
teams? How can we change the organization's culture? Adopting this managerial model
will help to enhance the team's interpersonal relationships, satisfaction and
performance.
4.
CONCLUSIONS
The objective of this work was to
identify and evaluate which managerial styles prevail in the operational area
of 5 companies of the IT sector and their relationship with the job
satisfaction of these employees. A complementary bibliographic search made
possible to identify relevant literature for studying the topic. The main
instrument for the development of the research was the application of
questionnaires and interviews to 110 employees.
The questionnaires integrated
sociodemographic questions and those related to the managerial styles studied
by EAEG from Melo (2004) and EST from Siqueira (2008), in order to compute
statistically through descriptive analysis the managerial focus (EAEG) in which
it operates the leadership of these companies and what is the relationship with
job satisfaction regarding to the five dimensions of EST. Hence, it was
concluded that:
1. In the evaluated companies,
employees identified the managerial factor (EAEG) turned to the Task
focus as the main one, with an average score
2. The dimension of the EST, Satisfaction
with the nature of the work, according to the average score
3. The dimension Satisfaction with
colleagues, with an average score
4. The dimensions Satisfaction with
the salary, Satisfaction with the promotions and Satisfaction
with the boss presented levels of dissatisfaction with average scores
5. Jobs that provide personal and
professional balance, a competitive salary, adequate benefits, that allows
managing one's own time, dynamic and challenging, innovative, that fosters
improvement and training, influencing strategic decision-making, with the
availability of adequate means of work, with a predominance of a good
organizational climate and professional recognition are motivating elements for
staying in organizations and contributing to the job satisfaction of these
employees.
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