TY - GEN
T1 - Joy to the Work
T2 - 21st Brazilian Symposium on Software Quality, SBQS 2022
AU - Cavalcante, Sergio
AU - Steinmacher, Igor
AU - Gadelha, Bruno
AU - Nakamura, Walter T.
AU - Oliveira, Edson
AU - Conte, Tayana
N1 - Funding Information:
We would like to thank the case organization, which kindly allowed the study. We thank all the participants in the empirical study and USES Research Group members for their support. This work is supported by CAPES - Financing Code 001, CNPq (314174/2020-6), FAPEAM (062.00150/2020), and grant #2020/05191-2 São Paulo Research Foundation (FAPESP). The present work also is the result of the Research and Development (R&D) project 001/2020, signed with Federal University of Amazonas and FAEPI, Brazil, which has funding from Samsung, using resources from the Informatics Law for the Western Amazon (Federal Law no 8.387/1991), and its disclosure is in accordance with article 39 of Decree No. 10.521/2020.
Publisher Copyright:
© 2022 ACM.
PY - 2022/11/7
Y1 - 2022/11/7
N2 - Background-The main assets of software organizations are their development teams. Several factors impact job satisfaction, such as salary, workload, and autonomy; still, the software team relationship could impact one's job satisfaction. Objective-We aim to understand how software team formation strategy impacts job satisfaction. Method-We analyzed two software team formation strategies: (i) team members selected by a leader, and (ii) team members self-selection. We administered a survey to 66 employees of an RD organization, comparing the team formation strategies. Results-Our results indicated that, in this context, the self-selection team formation strategy positively impacted job satisfaction and influenced good team cohesion and performance. Qualitative results showed that this formation strategy assembled teams with a good relationship among their members in which conflicts arose but were harmonically solved. Conclusion-This suggests that autonomy in the team formation stage would be good practice and could be more tested in the industry. These results may bring new evidence to practitioners about the benefits and drawbacks that self-selected teams may offer to the organization.
AB - Background-The main assets of software organizations are their development teams. Several factors impact job satisfaction, such as salary, workload, and autonomy; still, the software team relationship could impact one's job satisfaction. Objective-We aim to understand how software team formation strategy impacts job satisfaction. Method-We analyzed two software team formation strategies: (i) team members selected by a leader, and (ii) team members self-selection. We administered a survey to 66 employees of an RD organization, comparing the team formation strategies. Results-Our results indicated that, in this context, the self-selection team formation strategy positively impacted job satisfaction and influenced good team cohesion and performance. Qualitative results showed that this formation strategy assembled teams with a good relationship among their members in which conflicts arose but were harmonically solved. Conclusion-This suggests that autonomy in the team formation stage would be good practice and could be more tested in the industry. These results may bring new evidence to practitioners about the benefits and drawbacks that self-selected teams may offer to the organization.
KW - Allocation
KW - Job Satisfaction
KW - Leader-Selected Teams
KW - Self-Selected Teams
KW - Software Development Teams
KW - Team Staffing
UR - http://www.scopus.com/inward/record.url?scp=85147420634&partnerID=8YFLogxK
UR - http://www.scopus.com/inward/citedby.url?scp=85147420634&partnerID=8YFLogxK
U2 - 10.1145/3571473.3571506
DO - 10.1145/3571473.3571506
M3 - Conference contribution
AN - SCOPUS:85147420634
T3 - ACM International Conference Proceeding Series
BT - SBQS 2022 - Proceedings of the 21st Brazilian Symposium on Software Quality
PB - Association for Computing Machinery
Y2 - 7 November 2022 through 10 November 2022
ER -