Information Technology (IT) leaders in public higher education are under increased pressures to leverage innovations in technology to address their institution’s strategic imperatives. CIOs modify jobs by increasing responsibilities or changing the tasks that IT workers perform. IT staff who experience job modification are susceptible to lower job satisfaction and increased turnover intentions. IT leaders in other industries have successfully used work recognition to improve job satisfaction but there is limited research pertaining to these conditions among higher education institutions. This study sought to determine the perceptions and effects of work recognition and job modification on the turnover intentions of IT workers employed at 71 large, publicly controlled, higher education institutions. The researcher conducted a quantitative study using structured equation modeling to measure the potential moderating effects of recognition on job satisfaction, affective commitment, and perceived organizational support as predictors of turnover intention. The researcher found that work recognition was effective at moderating the effects of responsibility increase and task replacement on job satisfaction for IT workers with respect to their preferences of work recognition types. IT workers perceptions of the relative strength and duration of various work recognitions was also determined. The findings contribute to the study of turnover antecedents by providing new information on the relationship between extrinsic and intrinsic motivations and turnover intentions of IT workers at the institutions studied. The conclusions have implications for practice among CIOs in large public institutions regarding the importance and characteristics of work recognition as a tool for retaining IT staff.
","abstract_html":"<p>Information Technology (IT) leaders in public higher education are under increased pressures to leverage innovations in technology to address their institution’s strategic imperatives. CIOs modify jobs by increasing responsibilities or changing the tasks that IT workers perform. IT staff who experience job modification are susceptible to lower job satisfaction and increased turnover intentions. IT leaders in other industries have successfully used work recognition to improve job satisfaction but there is limited research pertaining to these conditions among higher education institutions. This study sought to determine the perceptions and effects of work recognition and job modification on the turnover intentions of IT workers employed at 71 large, publicly controlled, higher education institutions. The researcher conducted a quantitative study using structured equation modeling to measure the potential moderating effects of recognition on job satisfaction, affective commitment, and perceived organizational support as predictors of turnover intention. The researcher found that work recognition was effective at moderating the effects of responsibility increase and task replacement on job satisfaction for IT workers with respect to their preferences of work recognition types. IT workers perceptions of the relative strength and duration of various work recognitions was also determined. The findings contribute to the study of turnover antecedents by providing new information on the relationship between extrinsic and intrinsic motivations and turnover intentions of IT workers at the institutions studied. The conclusions have implications for practice among CIOs in large public institutions regarding the importance and characteristics of work recognition as a tool for retaining IT staff.</p>","abstract_has_math":false,"creators":["Burrell, Steven C"],"institution":null,"degree_name":"Doctor of Education in Educational Leadership (Ed.D.)","degree_level":"Dissertation (open access)","degree_discipline":"Department of Leadership, Technology, and Human Development","degree_department":null,"school":null,"contributors":["Lucinda Chance","Jordan Shropshire"],"advisors":[],"committee_chairs":[],"committee_members":[],"year":2014,"date_issued":"2014-01-01T08:00:00Z","date_published":"2014-01-01T08:00:00Z","updated_at":"2026-07-24T02:27:52Z","subjects":["ETD","Job Satisfaction","Job Modification","Work Recognition","Turnover Intention","Organizational Commitment","Perceived Organizational Support","IT Workers","Work, Economy and Organizations"],"languages":[],"rights":[],"rights_urls":[],"identifier_entries":[]},"links":{"outbound_url":"https://digitalcommons.georgiasouthern.edu/etd/1099","outbound_label":"Repository record","outbound_source":"dc:identifier"},"metadata_groups":[{"id":"people","label":"People","entries":[{"key":"dc:contributor","label":"Contributor","values":["Lucinda Chance","Jordan Shropshire"]},{"key":"dc:creator","label":"Author","values":["Burrell, Steven C"]}]},{"id":"academic_context","label":"Academic Context","entries":[{"key":"dc:date.available","label":"Dc Date Available","values":["2014-02-27T08:00:00Z"]},{"key":"thesis:degree_discipline","label":"Discipline","values":["Department of Leadership, Technology, and Human Development"]},{"key":"thesis:degree_level","label":"Degree Level","values":["Dissertation (open access)"]},{"key":"thesis:degree_name","label":"Degree Name","values":["Doctor of Education in Educational Leadership (Ed.D.)"]}]},{"id":"subjects_keywords","label":"Subjects and Keywords","entries":[{"key":"dc:subject","label":"Dc Subject","values":["ETD","Job Satisfaction","Job Modification","Work Recognition","Turnover Intention","Organizational Commitment","Perceived Organizational Support","IT Workers","Work, Economy and Organizations"]}]},{"id":"identifiers","label":"Identifiers","entries":[{"key":"dc:identifier","label":"Identifier","values":["https://digitalcommons.georgiasouthern.edu/etd/1099"]}]},{"id":"additional","label":"Additional Metadata","entries":[{"key":"dc:description.abstract","label":"Abstract","values":["Information Technology (IT) leaders in public higher education are under increased pressures to leverage innovations in technology to address their institution’s strategic imperatives. CIOs modify jobs by increasing responsibilities or changing the tasks that IT workers perform. IT staff who experience job modification are susceptible to lower job satisfaction and increased turnover intentions. IT leaders in other industries have successfully used work recognition to improve job satisfaction but there is limited research pertaining to these conditions among higher education institutions. This study sought to determine the perceptions and effects of work recognition and job modification on the turnover intentions of IT workers employed at 71 large, publicly controlled, higher education institutions. The researcher conducted a quantitative study using structured equation modeling to measure the potential moderating effects of recognition on job satisfaction, affective commitment, and perceived organizational support as predictors of turnover intention. The researcher found that work recognition was effective at moderating the effects of responsibility increase and task replacement on job satisfaction for IT workers with respect to their preferences of work recognition types. IT workers perceptions of the relative strength and duration of various work recognitions was also determined. The findings contribute to the study of turnover antecedents by providing new information on the relationship between extrinsic and intrinsic motivations and turnover intentions of IT workers at the institutions studied. The conclusions have implications for practice among CIOs in large public institutions regarding the importance and characteristics of work recognition as a tool for retaining IT staff.
"]},{"key":"dc:title","label":"Title","values":["IT Staff Turnover Intentions, Job Modification, and the Effects of Work Recognition at Large Public Higher Education Institutions"]}]}],"canonical_facts":{"dc:contributor":["Lucinda Chance","Jordan Shropshire"],"dc:creator":["Burrell, Steven C"],"dc:date.available":["2014-02-27T08:00:00Z"],"dc:description.abstract":["Information Technology (IT) leaders in public higher education are under increased pressures to leverage innovations in technology to address their institution’s strategic imperatives. CIOs modify jobs by increasing responsibilities or changing the tasks that IT workers perform. IT staff who experience job modification are susceptible to lower job satisfaction and increased turnover intentions. IT leaders in other industries have successfully used work recognition to improve job satisfaction but there is limited research pertaining to these conditions among higher education institutions. This study sought to determine the perceptions and effects of work recognition and job modification on the turnover intentions of IT workers employed at 71 large, publicly controlled, higher education institutions. The researcher conducted a quantitative study using structured equation modeling to measure the potential moderating effects of recognition on job satisfaction, affective commitment, and perceived organizational support as predictors of turnover intention. The researcher found that work recognition was effective at moderating the effects of responsibility increase and task replacement on job satisfaction for IT workers with respect to their preferences of work recognition types. IT workers perceptions of the relative strength and duration of various work recognitions was also determined. The findings contribute to the study of turnover antecedents by providing new information on the relationship between extrinsic and intrinsic motivations and turnover intentions of IT workers at the institutions studied. The conclusions have implications for practice among CIOs in large public institutions regarding the importance and characteristics of work recognition as a tool for retaining IT staff.
"],"dc:identifier":["https://digitalcommons.georgiasouthern.edu/etd/1099"],"dc:subject":["ETD","Job Satisfaction","Job Modification","Work Recognition","Turnover Intention","Organizational Commitment","Perceived Organizational Support","IT Workers","Work, Economy and Organizations"],"dc:title":["IT Staff Turnover Intentions, Job Modification, and the Effects of Work Recognition at Large Public Higher Education Institutions"],"thesis:degree_discipline":["Department of Leadership, Technology, and Human Development"],"thesis:degree_level":["Dissertation (open access)"],"thesis:degree_name":["Doctor of Education in Educational Leadership (Ed.D.)"]},"updated_at":"2026-07-24T02:27:52Z"}