1. Exploring Workplace Learning for Software Developers from the Perspectives of Software Developers and Managers of Software Developers
- Author
-
David C. Lauer
- Abstract
This dissertation seeks to understand the ways in which software developers and managers of software developers perceive workplace learning for software developers. Across three studies, researchers investigated: perceptions of software developers about workplace learning for software developers, perceptions of managers of software developers about workplace learning for software developers, and compared the perceptions of software developers to those of the managers of software developers in regards to workplace learning for software developers. Business technologies such as the implementation of software for business applications can be an integral part of an organization's strategy and business processes. An organization's ability to improve their business processes and outperform their competition can be affected by how well its employees continuously improve their business technology skillsets, including software development. Existing literature indicates many information technology (IT) practitioners such as software developers struggle to keep improving their business technology skillsets fast enough to keep up with the pace of emerging technology changes. However, workplace learning experiences of software developers from their own perspectives are not as well represented in the literature. Therefore, we conducted semi-structured individual interviews with a group of software developers to learn more about how they perceive workplace learning, and, to discover more about the learning support developers think they need from their managers and work environment. This study revealed the emergence of different ways developers tended to think about how developer and manager relationship dynamics and expectations affect the way developers experience and perceive their workplace learning environment. Although the perceptions of the software developers did vary, the first study did reveal some common themes describing developer learning motivations and desires for learning support from their managers. This study also provides recommendations on how managers of software developers can possibly engage with developers to positively impact the workplace learning experience for software developers. In the second study we conducted semi-structured individual interviews with a group of managers of software developers to investigate the perceptions managers of software developers have about workplace learning for their software developers and the support managers think their developers need from managers and the work environment. Managers play an important role in influencing the workplace learning environment of an organization. However, the perceptions managers of software developers have about workplace learning for software developers are not well understood or documented. Findings of this study revealed the emergence of different ways participating managers tended to think about how developer and manager relationship dynamics and expectations affect the way managers think their developers experience and perceive the workplace learning environment. Most managers believed that frontline managers wielded significant influence over the workplace learning environment and all participants valued a variety of workplace learning activities as a means to support development and growth of both their employees and their organization's overall capabilities. Although there were similarities amongst the perceptions of managers, the second study did reveal distinctive modes of leadership thought surrounding workplace learning for software developers that affect the way managers lead the workplace learning environment. This study also provides recommendations on how managers of software developers can possibly engage with developers to positively impact the workplace learning experience for software developers. The third study builds on the first two studies by comparing the perceptions of the software developers to those of the managers of software developers. The perceptions of software developers and managers and how they compare in regards to workplace learning is not well documented in the literature. Therefore, this study brought together the data from the first and second study, but took a more holistic view by comparing qualitative similarities and differences between software developers' and managers' experienced perceptions of the workplace learning environment. Findings of this study revealed many participating developers and managers tended to think about workplace learning in similar ways. Many developers and managers also agreed on various learning support needs developers require from their managers and the work environment. However, study three did reveal some differences in the way some managers and some developers perceived the workplace learning environment. In particular, many managers thought of themselves as enablers of learning whereas some developers viewed their managers as blockers of learning. Also, some managers felt obligated to steer developer learning they believe managers are best qualified to determine their organization's business technology direction. In contrast, some developers perceived their skill set growth to be in conflict with managers' agenda to steer learning direction because they believed developers are best qualified to determine their organization's business technology direction. This study also provides recommendations on how managers of software developers can possibly engage with developers to positively impact the workplace learning experience for software developers. [The dissertation citations contained here are published with the permission of ProQuest LLC. Further reproduction is prohibited without permission. Copies of dissertations may be obtained by Telephone (800) 1-800-521-0600. Web page: http://www.proquest.com/en-US/products/dissertations/individuals.shtml.]
- Published
- 2022