Women in Information Technology

Research Topic 

Organizations are increasingly leveraging technology to service its customers, making information technology (IT) professionals in high demand. In fact, it is estimated that the United States will accumulate approximately 20 million new IT jobs by the year 2020 (Wentling & Thomas, 2009). By 2014, the Department of Labor projected that approximately 50% of the U.S. workforce would be using or engaged with IT products and services (U.S. Bureau of Labor Stastitics, 2005). Despite the increasing demand for IT workers, the IT field endured a labor shortage emphasized by the underrepresentation of female IT professionals (Major, Morganson, & Bolen, 2013). Although women represent 56 percent of professional positions in the workforce, they only account for 27% of IT-related positions (Panteli & N., 2012). However, to maintain competitiveness in the marketplace, organizations have to attract and retain IT professional workers. Women are hugely underrepresented in the IT workforce despite the shortage of IT labor and the benefits of diversity within the global economy. Organizations will need to address the issue of the untapped talent pool among women in the United States to ensure its labor force is prepared to withstand the demands of a future marketplace (Wentling & Thomas, 2009). 

Prior workplace research regarding gender categorization indicates that the lack of representation in IT can be attributed to social and organizational structures (Ryan & Harden, 2014). IT computing culture has been described as possessing distinct characteristics distinctly associated with the industry and distinctly related to male culture. This culture has largely been described as anti-social, individualistic, and competitive. Existing IT culture has the potential to prevent women from entering or leaving the industry if they do not conform. Prior research has indicated that women and men in the IT field experience work environments differently (Armstrong, Reimenschneider, Nelms, & Reid, 2012). For organizations to sustain or increase productivity, managers must be able to attract and manage a gender diverse workforce by understanding the motivational factors of each gender in the workforce.

1.2 Research Problem

Organizations are encountering a change in the workplace which includes diversity and inclusion in information technology from a gender perspective (Panteli & N., 2012).  Leskinen et al. (2015) noted that gender is a component protected by Title VII of the Civil Rights Act of 1964 from employer discrimination.  As more women enter the workforce, gender diversity has emerged as an unavoidable issue.  The gender disparity as it relates to the under-representation of women in the IT field is an issue that can impact an organization’s financial health as each gender has a separate set of work requirements. It is estimated that the shortage of IT workers can cost as much as 4 billion dollars annually in lost production for the US economy (Wentling & Thomas, 2009). Therefore, women play a critical role in replenishing the shortage of IT workers. Managers must be able to deal with diversity and recognize differences while acknowledging the common bond among their employees (Luftman & Kempaiah, 2007).  The objective of this study is to examine IT professionals across organizations and to evaluate the impact that the gender gap has on the workplace environment to include distinguishing what motivates each gender cohort and their preferred leadership styles.

2.1 Research Problem Background 

The employment of women accounted for over 50% of all US workers in 2014, according to the U.S. Department of Labor, Bureau of Labor Statistics (2008). Additionally, women earned approximately 60% of university degrees in the US and Europe. However, only 18 % of computer and science degrees were awarded in 2008 to women, lower from 38% in 1985. Women's participation in IT is low and decreases as they move up the corporate ranks. Approximately 56% of technical women leave their position in mid-career, which is twice the rate for men (Armstrong, Reimenschneider, Nelms, & Reid, 2012; Berman & Bourne, 2015).  Often, women leave their positions due to feelings of isolation, inability to adapt to the work environment, and job demands. Women represent a small section of leadership roles in IT, comprising of only 13% of corporate board members and executive officers of the top 100 Fortune 500 companies (Wentling & Thomas, 2009). As a result, the ratio of men to women in the IT field displays an apparent gender gap.

With the positions for IT professionals continuing to rise at a rate unmatched by IT talent, it is necessary to explore the under-representation of women in the IT field to understand fully how to attract and retain women in IT positions  (Ryan & Harden, 2014). Ryan and Harden (2014) emphasized the need for organizations that rely on IT professionals to offset the growing labor shortage. For an organization, the cost of losing an IT professional can be up to six times as much as losing administrative professionals in Finance or Human Resources. The IT work environment can be inhospitable to women due to its embrace of masculine geek culture that does not necessarily embrace diversity (Whitney & Ames, 2014).  The strategic value of diversity has been validated by studies that have assessed the relationship between diversity and firm-level outcomes (Virick & Greer, 2012). IT professionals noted that 85% of highly valued work was normally performed by a diverse team. Essentially, a diverse team is capable of providing value to an organization (Woszczynski, Myers, and Moody, 2006). 

Research has indicated that the gender gap in organizations can necessitate an understanding of organization change and gender equity  (Patrick, 2011). Managing diversity is a challenge to many organizations (Seong & Hong, 2013).  The continual gap in the IT industry results in a male-dominated perspective in regards to the design and development of technology. This means that the exclusion of women could end up eliminating a different perspective on the innovative process and the design of good and services that impacts a larger range of customers and organizations (Wentling & Thomas, 2009).

2.2 Research Question(s)

1. What is the correlation between employee interaction among IT professionals in the workplace and a gender cohort?

H01: There is no significant correlation between correlation between employee interaction among IT professionals in the workplace and a gender cohort

Ha1: There is a significant correlation between correlation between employee interaction among IT professionals in the workplace and a gender cohort.

2. What is the correlation between employee motivation among IT professionals in the workplace and a gender cohort?

H02: There is no significant correlation between employee motivation among IT professionals in the workplace and a gender cohort.

Ha2: There is a significant correlation between employee motivation among IT professionals in the workplace and a gender cohort.

3. What is the correlation between managing/leading among IT professionals in the workplace and a gender cohort?

H03: There is no significant correlation between managing/leading among IT professionals in the workplace and a gender cohort.

Ha3: There is a significant correlation between employee motivation among IT professionals in the workplace and a gender cohort.

2.3 Purpose of the Study 

The purpose of this quantitative study is to examine diversity and inclusion from a gender perspective. Additionally, the study seeks to analyze motivational factors and management and leadership styles designed to lead IT professionals across gender roles while identifying how to manage these professionals in the workforce. Information technology is a critical component for many organizations. Therefore, IT professionals have grown to become a necessary element of the success of an organization (Luftman & Kempaiah, 2007). The researcher will conduct the study using a descriptive and one-way analysis of variance quantitative approach from a gender perspective by examining IT professionals from a gender perspective and evaluating their interactions to assess what it takes to maintain and attract IT professionals and their preferred leadership styles. This can assist executives, managers, and others with increased knowledge of how to attract and manage a more gender-diverse workplace and increase productivity. Moody, Beise, Woszczynski, and Myers (2003) contended that diversity in the workplace incorporates various dimensions including ethnicity, gender, disability, and age. For this research study, gender is selected.

2.4 Methodology and Basic Design Overview

The research design strategy for this study will be conducted using a non-experimental quantitative method approach. The quantitative methodology in this study will consist of a correlation design using Pearson’s correlation coefficient and Spearman’s correlation coefficient statistical tests.  Correlation research analyzes the interrelationship between selected variables without any direct intervention by the researcher (Ingham-Broomfield, 2015). The use of Pearson’s correlation coefficient allows for the description of the relationship between random variables X and Y (Kreibovich, Nguyen, & Wu, 2013). Additionally, the Spearman rank correlation test will be used to measure the degree of association between two variables (Abidin & Sen Cakir, 2014). To this end, the researcher will incorporate the two statistical tests into the research.

The researcher will use a four-prong tool developed from trusted analytic research instruments used in similar research studies for this quantitative descriptive research project. This four-prong instrument will have four components, which are as follows:

Part 1 of the questionnaire will consist of a generic demographic questionnaire created by the researcher. Items included in this section will be: (a) age (b) gender, (c) ethnic/racial background, (d) education level, and (e) career level (management, employee/professional).

Part 2 of the questionnaire will consist of the Workforce Diversity Questionnaire (WDQ) questionnaire, which will be used to assess the diversity hypotheses for the research study. The WDQ questionnaire was originally developed by Linda Larkey (1993) to evaluate interactions in diverse workgroups.

Part 3 of the questionnaire will consist of the questionnaire, the Work Performance Inventory (WPI) which will be used to assess the differences from extrinsic and intrinsic motivation in addition to behavioral and characteristics components. The questionnaire will be used to evaluate motivational factors between gender.

Part 4 of the questionnaire will consist of the Multifactor Leadership Questionnaire (MLQ)-5x which will be used to assess the leadership styles research hypotheses in the research study.  Developed by Bass and Avolio (2004), the MLQ questionnaire will be used to assess all levels of leadership styles.

The questionnaire will be distributed to participants online via Survey Monkey. The target population is IT professionals in the United States across different organizations and industries that are both in public and private. The study population for this study will include IT professionals from each gender cohort. Cluster sampling will be used for the study.  

2.5 Dissertation Title

 Examination of the Gender Gap in the Information Technology Industry and Its Impact on Motivating and Managing Employees

3.1 Theoretical Foundations

Managing a constantly changing diverse workforce is a critical component in supervising today’s and future workforce.  To this point, research in management generally assigns selected aspects of diversity into observable or unobservable groups using an array of labels (Alcazar & Sanchez., 2013).  The observable categories involve age, gender, ethnicity, and disability. In contrast, unobservable involve education, experience, and time in service. However, in regards for this study, the focus will be center on diversity and inclusion from and gender perspective more specifically gender differences of IT professionals. Therefore, general and gender related theory found in diversity and inclusion will be used as a foundation for this study with limited portions of the theoretical framework from Moody et al (2003), Woszczynski et al. (2006), Larkey (1993; 1996), and Dahm (2003). The theoretical frameworks of motivation were guided by several theorists most notable were Abraham Maslow, Frederick Herzberg, Douglas McGregor, and others. At the same time, theory found in management/leadership provides insight and in-depth knowledge into the different styles of management and leadership in the workforce today and was guided by Drucker, Bass, Avolio, and others. Finally, the concept of organizational culture will be important to this study in that present literature on the topic identifies it as a unique set of organizational and behavioral norms that influence organizational productivity, worker motivation, and even leadership styles (Martinez 2015). The IT field, in this regard, can be viewed as an example. In essence, theory found in diversity/inclusion, motivation, and leadership/management will be used as the basis for the theoretical framework of this study (Contrill, 2014). As women increasingly join the ranks of the workforce, the expectations for each gender are distinct and unique. A character conceptualism on a fictional character, Claire Underwood, shows the struggles women face in a male-dominated role. 

3.2 Contributions to Theory 

The study will strive to contribute to the body of knowledge and assist with validation of assumptions associated with diversity and inclusion in information technology from a gender perspective. It will contribute to existing knowledge first by postulating the IT field as a unique organizational culture with its own set of motivations, mores, and behavioral norms/expectations (Sanghamirta , 2011). This approach will utilize existing literature related to analyses of organizational cultures in order to identify the unique nature of IT organizational culture. Building from this observation, the study will then proceed to examine the present dynamics of gender roles as they currently exist within the IT field. Behavioral/motivational theories will be crucial to this analysis as it identifies some of the major trends and patterns in terms of inter-gender dynamics and behavioral norms (Pavlovic, 2014). Thirdly, it will extend knowledge related to diversity and inclusion in order to underscore how these elements can benefit the IT industry both from an internal organizational standpoint and in the development of future products and services (Sengupta, 2013).  In total, this study will utilize existing theoretical knowledge to study inter-gender dynamics within the IT filed: an area currently underrepresented in discussions of diversity, inclusion, and gender equality.

3.3 Theoretical Implications

The study will seek to identify the causes of perceived barriers associated with leadership styles and employee motivation as it relates to gender diversity. From a theoretical standpoint, this study proceeds from the observation that the individual variants of leadership styles, organizational culture, and employee motivation coexist in a complex inter-dynamic that influence and impact one another (Zhang & Zhou, 2012). Although leadership styles can and do influence both organizational culture and employee motivations, it can also be recognized that organizational culture can greatly determine and impact the success or failure of a given leadership style or approach. In the context of this discussion, analysis will focus on the ways in which perceived barriers to gender parity within the IT workplace—i.e. the unique male “geek” culture that here predominates—influence both organizational leadership and employee motivations and outcomes (Hoogendorn, 2012).  As an extension of this approach, the study will also examine the ways in which transformative leadership styles and meaningful transformation within the IT workplace can improve the field`s current limitations in terms of diversity and equal treatment of all genders. Qualitative changes of this type can be beneficial in establishing workplace characteristics that can assist in the professional development of both genders. This study may have implications beyond the specific domain of the IT field, however, it may also provide a guidepost to studies seeking to understand the internal functioning and unique organizational culture of the IT field.

3.4 Practical Implications

Organizations are encountering huge challenges with gender cohorts regarding the motivations, transactions, and designated leadership styles of IT professionals from various departments in an organization. It is intended for the results of this research study to contribute to the current body of knowledge and it can add insight to organizational leaders in developing programs which can address the concerns of a diverse group of IT professionals.  The study can assist organizations create programs to address the needs of leaders, managers, and employees as well as provide instructions to assist in interacting with gender cohorts and acquire the best performance from their teams, attract and retain productive employees, and ultimately improve the financial state of an organization.  In these sense, the study aims at benefiting the IT manager seeking to improve the quality of his/her workplace and to optimize productivity (Sanghamirta, 2011). Enabling greater gender diversity, in this context, can be viewed as a way of also ensuring a greater capacity for developing products and services that can reach a greater customer base. 

4.1 Research Design

According to (Crawford, 2014), quantitative research is appropriate to investigate an  interrelated set of variables constructed into hypotheses which would identify the relationship among the variables. Creswell (2014) asserted that the correlation design should be used when researchers employ correlational statistic to analyze and measure the degree between two or more variables. As such, this quantitative research project will be using Pearson’s correlation coefficient and Spearman’s correlation coefficient statistical tests. The Pearson correlation coefficient assumes that X and Y are jointly distributed as bivariate, ie,  X  and Y  each are normally distribute while the Spearman’s correlation coefficient present a nonparametric measure of statistical dependence between two variables (Crawford, 2014). The research study will incorporate surveys as they can instill maximum cooperation, cost effectiveness, and data accuracy (Fowler, 2009). The survey will consist of a four prong self-administered survey. The hypothesis was designed to capture a clearer understanding of diversity in respect to gender gap among IT professionals while identifying motivational factors and leadership styles among men and women.

4.2 Population and Sample 

The target population for this study will be selected from organizations with internal IT staffs from various industries across the country. The list of organizations will be comprised of businesses, educational institutions, governmental agencies, for-profit, and not for profit organizations. In this sense, the study aims for both diversity and focus in terms of its population sample.  The list of businesses will represent organizations with employees of more than 50 employees and where IT staff are likely to be internal and indicate a willingness to participate in the research

Creswell (2005) identified several sampling approaches including random sampling, stratified sampling, and cluster sampling.  Of the three approaches, the study will use cluster sampling because its use is ideal when it is difficult to comprise a list of the population’s attributes (Creswell, 2014). With cluster sampling, the technique will allow for individuals from the IT department to be selected from an identified cluster group. Creswell (2014) posited that sample sizes should be determined by the margin of error that the research is willing to tolerated and the confidence level for the margin of error. The study will seek the participation of approximately 100 professionals from the IT industry. 

4.3  Ethical Considerations

The ethical considerations of the research project should consider beneficence, privacy, confidentiality, and justice for all research participants. This study will accomplish this task by  ensuring that every research participant is treated with respect equally by undergoing an informed consent process No research will be conducted without participant consent, and each practice will also strive to ensure participant confidentiality. In total, the subjects surveyed for this study will be  treated with respect and equally by undergoing an informed consent process.  

5.1 Constructs 

1. Leadership 

According to managerial theory, leadership can be understood as the process of motivating employees in a given setting, in establishing a strong and visible example for all members of a given organization, and in establishing a vision that can help promote organizational values and to guide operational processes towards a clearly articulated goal or objectives (Koçyiğit, 2015). Leadership styles can be understood as the different approaches leaders assume when setting out to accomplish these varied tasks. In the context of this study, then, leadership will constitute the first construct analyzed and leadership styles will constitute the variables. This study assumes that while the IT field can be understood as comprising a unique organizational culture, that each individual firm may in turn develop its own unique features that may determine and impact the leadership of that firm (Foley, 2013). Both leadership and leadership styles can thus be understood as malleable and responsive to unique organizational settings and institutional contexts. 

Variable: Transformational, transactional leadership styles, and non leadership behavior. 

Operational definition – MLQ results

2. Employee Interaction - 

Employee interaction can be understood as the social and behavioral dynamics that define the informal and formal aspects of a given firm, company, or industry. Although managerial directives can impact the shape of employee interaction, less formal features can also have a profound impact upon behavioral patterns (Zhang & Zhou, 2012). The IT industry can be understood as a unique setting that fosters social interactions and behavioral norms. For the purpose of this study, variables for the employee interaction construct will consist of operational definition: the measurable and quantitative details of a given firm`s social and organizational features. 

Variable: 

Operational definition – Workforce Diversity Questionnaire results

3. Motivation  

In an organizational context, motivation can be understood as the process of influencing employee behavior and of directing it towards a clearly definable objective or end (Koçyiğit , 2015). Leadership dynamics and styles have a profound impact upon motivating employee behavior within a given operational setting. In context of this study, the variables will consist of operational definition: measurable and quantifiable features characterizing a given set of employee actions and motivations.

Operational Definition: Work Performance Inventory results

5.2 Variables (Definitions of Constructs as variables)

Leadership – Transformational, transactional leadership styles, and non leadership behavior. 

Transformational leadership can be defined as leadership that transcends the limitations of individual self- interest and encourages and motivates followers to contribute to the overall good of the group (Hall, Johnson, Wysocki, & Kepner, 2008).  

Transactional leadership, in contrast, focuses on promoting a direct method to leadership by reducing it into smaller transactions (Koçyiğit, 2015). While transactional leadership still strives towards large-scale transformations, it aims to achieve this broader end through smaller innovations within indivdiualzed sectors.  Ultimately, transactional leadership is connected with behaviors of constructive and corrective transactions.

Employee Interaction  - Employee interactions comprise the set of behavioral norms that are viewed within a specific organization. These interactions can be influenced by both formal organizational directives as well as the informal features associated with a given company or organization. 

Motivation—can be defined as behavior toward accomplishing a specific goal or objective. These motivations can derive from specific leadership styles and characteristics and can also be informed by broader aspects of organizational culture.  (Zhang & Zhou, 2012).

5.3 Operational Definitions 

Leadership 

Operational definition –For the purposes of this study, operational definitions of leadership features in IT organizations will be derived from the MLQ results that derive from the surveys and researcher`s observations.  

Employee Interaction  - 

Operational definition – Operational definitions for employee interactions will be derived from the findings taken from Workforce Diversity Questionnaire results

Motivation  - Finally, employee motivation will be quantified and measured through findings derived from Work Performance Inventory results.

References

Alcazar, Martin Fernando & Sanchez, Gonzalo. (2013). Workforce diversity in strategic human resource management models. Cross Cultural Management, 20(1), 39-49.

Contrill, Kenna. (2014). How leadership and inclusion benefit organizations. Equality, Diversity and Inclusion, 33(3), 275-292.

Foley, M. (2013). Doing leadership: Types, styles, and contingency. Themes, Contexts, and Critiques Political Leadership, 31-57. 

Hoogendorn, Sander. (2012). Ethnic diversity and team performance: a field experiment. IZA, 673, 2-29.

Koçyiğit, M. (2015). The effect of leadership on organizational culture. Leadership and Organizational Outcomes, 111-122. 

Sanghamirta, G. (2011). Competencies for organizational potential: an empirical analysis on Indian information technology. International Journal of Innovation Management, 15(4), 667-685.

Sengupta, J. (2013). Innovation diversity: industry applications. Theory of Innovation, 99-121. 

Pavlovic, N. (2014). Effects of gender differences on leadership styles through the impact on school environment. Studia Edukacyjne, 31, 305-321. 

Zhang, Z., & Zhu, X. (2012). Empirical analysis of the relationship between organizational culture and organizational performance. Proceedings of 2012 National Conference on Information Technology and Computer Science, 112-137.