Organizational Experiences and Career Success of MIS Professionals and Managers: An Examination of Race Differences

• Published in: MIS quarterly Vol. 16; no. 4; pp. 507 - 529
• Main Authors: Igbaria, Magid, Wormley, Wayne M.
• Format: Journal Article
• Language: English
• Published: Minneapolis The Society for Information Management and The Management Information Systems Research Center of the University of Minnesota 01-12-1992; University of Minnesota, MIS Research Center
• Subjects: African Americans; Careers; Comparative analysis; Employee supervision; Employees; Employment; Executives; Human resources; Information management; Job performance; Job performance evaluation; Job satisfaction; Job training; Management development; Management education; Management information systems; Noncitizens; Perceptions; Professionals; Race; Social networks; Social research; Statistical analysis; Success; Technical training; Theory and Research; Variables; White people; United States > US
• ISSN: 0276-7783; 2162-9730
• DOI: 10.2307/249734

The role that race plays in influencing the work experiences and career outcomes of MIS personnel has been neglected in the MIS human resource management literature to date, despite the significant demographic changes in the work force projected by the year 2000 and beyond. Thus, the need to understand and eliminate any barriers to advancement for various subgroups is essential if employers are to continue attracting the most qualified employees. This study examines relationships among race, organizational experiences, job performance evaluation, and career outcomes of black and white MIS employees in a large, multi-national telecommunications company. Direct and indirect effects of race on job performance evaluations and career outcomes (i.e., advancement prospects, career satisfaction, and organizational commitment) are examined. Compared to white MIS employees, black MIS employees reported less job discretion, less career support, and lower levels of met expectations. In addition, blacks received lower job performance ratings and were less satisfied with their careers than whites. Among other things, it is recommended that organizations be sensitive to and work to prevent the disparate treatment of black and white employees in all areas of the company, especially by supervisors, which negatively affects black employees' opportunities for promotion and advancement and the quality of their experiences on the job. Employers cannot assume automatically that black and white employees, or other subgroups, have the same experiences on the job or that their perceptions of their experiences are the same. Suggestions for additional research are offered and human resouce management implications are identified.