A massive ocean of literature exists on the topic of motivation. It can sometimes be a hindrance rather than assistance for IT management professionals. Some studies claim IT professionals are unique in their attitude to motivation and job satisfaction. With move towards a knowledge economy, understanding of these factors will play crucial role in future success of organizations. In addition, a shortage of skilled professionals may contribute to unique motivators in New Zealand. This research therefore aims to answer what motivates the New Zealand IT professional.

1. SHOAIB AHMED
EXECUTIVE MBA, P3M PRACTITIONER
Phone 029 779 9851
Email Shoaib.Ahmed@prince2msp.com
WHAT MOTIVATES THE NZ IT PROFESSIONAL?
WHY?
A massive ocean of literature exists on the
topic of motivation. It can sometimes be a
hindrance rather than assistance for IT
management professionals. Some studies
claim IT professionals are unique in their
attitude to motivation and job satisfaction. With
move towards a knowledge economy,
understanding of these factors will play crucial
role in future success of organizations. In
addition, a shortage of skilled professionals
may contribute to unique motivators in New
Zealand. This research therefore aims to
answer what motivates the New Zealand IT
professional.
THEORY
Herzberg’s Motivation Hygiene Theory
Contrary to previous assumption, job
satisfaction (motivation) and
dissatisfaction (hygiene) were distinct in
their contributors rather than two ends of
the same scale. Resolving something
that makes one dissatisfied does not
provide job satisfaction. It merely reduces
dissatisfaction
PARTICIPANTS
METHOD
A modified model of Herzberg’s
Motivation Hygiene theory by Smerek
and Peterson was used for this study.
A self completion questionnaire was
distributed online through
SurveyMonkey to a population of IT
professionals accessed via a LinkedIn
group. Partial least squared, a
structural equation modelling based
technique was used as the primary
method to understand relationship
between the various dimensions of job
satisfaction, impact of personal and job
characteristics, and turnover intent.
Follow up interviews were conducted
for validation of analysis results and to
understand weaknesses of the study.

2. SHOAIB AHMED
EXECUTIVE MBA, P3M PRACTITIONER
Phone 029 779 9851
Email Shoaib.Ahmed@prince2msp.com
WHAT MOTIVATES THE NZ IT PROFESSIONAL?
FINDING
RELATIVE EFFECT
RECOMMENDATIONS
5. Focus on a motivated workforce to ensure top talent is
retained. Lack of job satisfaction is primarily why they
consider leaving.
6. Focus on the nature of the job. What they do and how
much responsibility is afforded to them are the key
predictors of job satisfaction.
7. Train supervisors to provide an empowering environment.
Perception of how enabling supervisors are, contributes
significantly to job satisfaction.
8. Offer competitive salary to retain top talent. While salary is
not as strong a predictor of job satisfaction as the nature
of the job, responsibility, and satisfaction with supervisor,
it still shows positive association.
9. Do not hesitate to employ IT professionals born outside
New Zealand. There are no significant differences between
New Zealand born IT professionals and those born
overseas.
Study presently in the process of being replicated in Europe. A comparative study will be undertaken for publication.
1. Focus on the nature of the job. What they do and how much responsibility is afforded to them are the key predictors of