JOB SATISFACTION DISPARITIES AMONG UNITED STATES, MALAYSIA, AND SINGAPORE INFORMATION TECHNOLOGY PROFESSIONALS: AN EXPLORATORY STUDY

BACKGROUND

According to West (2023), information technology (IT) employment trends in the United States and Asia differ due to economic structure, education system, and employment requirements. In the United States, IT employment is dominated by a strong demand for qualified specialists in various fields, including cybersecurity, cloud solutions, data science, and artificial intelligence. Among most industries, businesses have also been focused on leveraging modern technologies to improve performance, develop new products, and provide exceptional services (Leamar Hiring, 2024). However, the availability of qualified professionals to meet this demand has yet to be forthcoming due to a skills shortage (U.S. National Science Foundation, n.d.). This is attributed to the quicker pace of technological advancement compared with the rate at which learning institutions will change their syllabi and the inadequate focus on science, technology, engineering, and mathematics (STEM) education during early education. In addition, the increased cost of college education in the United States and the consequent education-related student debt liabilities have discouraged students from majoring in these fields (U.S. National Science Foundation, n.d.). Moreover, ever-highly publicized IT job dissatisfaction has further discouraged people from pursuing careers in the IT arena. Several factors, including high stress levels, long working hours, and lack of work–life balance, can make the field less attractive to potential new entrants.

On the other hand, Asia-Pacific Rim countries, including China, Taiwan, Malaysia, and Singapore, have experienced phenomenal growth in the IT industry. These nations have also become popular outsourcing destinations among U.S. companies because skilled human resources and relatively inexpensive services are readily available. In Singapore, for example, influenced by the country’s strategic focus on becoming a global tech hub, economic factors, and the digital transformation that is happening worldwide, positions in IT have become a highly sought-after career choice. To name and elaborate on a few governmental support and initiatives (Infocomm Media Development Authority [IMDA], 2024; Smart Nation Singapore, n.d.), the Singapore government aiming at leveraging technology to improve living standards, economic productivity, and governance, launched the Smart Nation initiative. This has resulted in a strong push for digital transformation across various sectors, increasing the demand for IT professionals. The Singapore government also provides numerous grants, scholarships, and programs to upskill its citizens in tech-related fields. The Singapore government promotes lifelong learning, particularly in IT and digital skills. Initiatives such as the SkillsFuture Singapore (n.d.) credit encourage Singaporeans to undertake courses in tech-related fields, warranting that the workforce remain competitive and future proof. As part of its effort to combat the potential impacts of automation and job displacement, Singapore has also launched programs such as TechSkills Accelerator (IMDA, 2024) to help midcareer workers transition into tech roles, further boosting the popularity of IT careers. Moreover, governmental focus on cybersecurity and the digital economy has also led to investments in infrastructure and the creation of new job opportunities in fields such as data analytics, artificial intelligence, and cybersecurity (Lok, 2025).

Singapore is positioning itself as a technology hub in Southeast Asia, attracting multinational tech companies such as Google, Amazon Web Services, and Facebook, which have regional headquarters in the country (Yeap & Lee, 2024). Internationally, Singapore’s strong connectivity to global markets and its strategic location in Asia make it an ideal base for tech companies serving the Asia-Pacific region. This attracts major tech firms and start-ups alike, boosting job creation in the IT sector and creating an environment in which IT careers thrive (Cisco, 2021; Sharon, 2024). Locally, Singapore has seen fast digital transformation across industries such as finance, health care, and education. In addition, Singapore is a leader in digital government services. The government’s push for digitization has resulted in the development of numerous public sector IT jobs in areas such as e-governance, smart city solutions, and digital infrastructure (EDB Singapore, 2020). This widespread adoption of digital technologies creates a growing demand for IT talent. Businesses of all sizes are integrating digital systems, increasing the need for software developers, data analysts, and cybersecurity experts (CSA Singapore, 2022). IT professionals in Singapore generally command higher salaries compared with those of other industries. Jobs in areas such as software development, data analytics, and cybersecurity are well-compensated, particularly as demand for these roles continues to grow. According to renowned employment consultancy firms, Persolkelly (n.d.) and Robert Half (n.d.), the average salary for IT professionals in Singapore is way higher than the national average.

To sum up, IT is a popular career in Singapore due to strong governmental support, high demand for tech skills, attractive salaries, career flexibility, and the country’s strategic focus on becoming a global tech hub. The continual push for digital transformation across sectors and the availability of upskilling opportunities further increase the appeal of IT careers in Singapore.

In Malaysia, driven by government initiatives, economic trends, technological advancements, and increasing demand for digital skills, IT is becoming an emerging and popular career choice. The Malaysian government has launched initiatives, such as the MyDIGITAL blueprint, which aims at leading the nation into a digitally driven, high-income economy. This blueprint outlines plans to increase the adoption of digital technologies in both public and private sectors, creating a high demand for IT professionals across industries (Malaysian Communications and Multimedia Commission, n.d.). Established to drive the development of Malaysia’s IT sector, Multimedia Super Corridor Malaysia offers incentives to IT companies and attracts foreign investments. Resulting in the creation of numerous job opportunities in the tech space, especially in Kuala Lumpur, Selangor, and Penang (Malaysia Digital Economy Corporation, n.d.).

Malaysia is embracing Industry 4.0, which includes advancements such as the Internet of Things, artificial intelligence (AI), big data, and cloud computing. As industries comprising manufacturing, health care, and finance integrate these technologies, the demand for IT professionals with expertise in those areas is swiftly increasing. Moreover, the Malaysian government is also increasingly digitizing public services, creating more IT roles in the public sector for the development, maintenance, and security of e-government platforms (PwC Malaysia, n.d.).

Malaysia’s strategic location in Southeast Asia and proximity to regional tech powerhouses, such as Singapore, make it an attractive destination for tech companies looking to serve the Asia-Pacific market. Multinational corporations are setting up regional offices in Malaysia, further boosting the demand for IT professionals (Time Doctor, n.d.). Malaysia is also fast becoming an attractive location for outsourcing IT services as companies in North America, Europe, and the Asia-Pacific region are outsourcing IT functions, such as software development, customer support, and data processing, to Malaysia due to the country’s skilled workforce and lower operational costs (World Bank, 2021).

In short, IT is emerging as a popular career choice in Malaysia due to the combination of government initiatives, growing demand for digital skills, strong salary prospects, and a thriving start-up ecosystem. As Malaysia continues to invest in digital transformation and Industry 4.0, the demand for skilled IT professionals will increase further, making IT a highly appealing career path for current and future generations.

WORKFORCE ISSUES WITHIN THE U.S. IT INDUSTRY

It has been well-reported that the U.S. IT industry has been plagued by job dissatisfaction among its workers. Job dissatisfaction, driven by stress, burnout, lack of work–life balance, and diversity issues, can discourage new entrants from pursuing careers in IT. These negative aspects, if not addressed, can lead to a shortage of skilled workers entering the field. Organizations unable to focus on improving job satisfaction and addressing these concerns are more likely to fail in attracting new talent to the profession.

Employment issues are significant concerns among U.S. IT company employers, and a major problem arises with hiring qualified employees. Countless studies indicate that many causal factors, notably, low student interest in STEM courses, have accounted for the ongoing scarcity of American IT college graduates and professionals, which forms a significant problem for the field (CompTIA, 2017). Most American students perceive the academic activities and the ever-changing skills demands as challenging. Many American students are also discouraged because of the rigorous and continuously changing nature that is associated with IT careers. Moreover, technologies such as AI, machine learning, blockchain, and cybersecurity are evolving so quickly that the workforce cannot keep up. This results in a persistent gap between available skills and industry demand (Computing Research Association, 2023).

Costs of education and student indebtedness are other factors contributing to the issue. The cost of education in the area of IT study is higher, especially if the students are mindful of how much they are willing to borrow. This financial obstacle may have prevented many from pursuing further or advanced education in IT. As highlighted by Cerullo (2023), the average annual tuition fees for private, nonprofit, 4-year institutions in the 2020–2021 academic year was more than $36,000 and progressively increasing. A Google query conducted as of the writing of this paper has its AI overview provide the annual cost of tuition and fees for an IT degree in the United States as $3,840 for 4-year public colleges and $34,740 for a private 4-year college, respectively. Such costs can be a huge turnoff, especially compared with the perceived monetary gains of other less challenging courses of study. Furthermore, the offshoring of IT jobs to countries where labor costs are relatively cheaper affects the availability of IT workers locally (Leamar Hiring, 2024). When looking to cut expenses, many businesses hire employees from technical departments in countries such as India and the Philippines due to lower wages. This practice reduces the employment of local people. It discourages students from pursuing the IT degree program because they believe there are limited secure and high-paying jobs in the American market. According to research conducted by Dixon-Fyle et al. (2020), outsourcing has caused employment losses in the United States, primarily in the IT field, where work can easily be contracted out. In addition, the gig economy and contract-based employment in the IT sector have changed conventional employment models. Even though these positions provide flexibility to employees, they are less advantageous in terms of working hours, remuneration, and employment security than full-time positions (Lu, 2024). Hence, students graduating from college prefer to avoid joining such positions. These factors make it difficult to develop a strong pool of American IT professionals.

Strict immigration policies have further worsened the shortage of IT professionals. In the United States, many tech companies rely on skilled foreign workers to fill the gap left by the insufficient number of qualified American graduates. However, changes in visa policies, particularly the H-1B visa program, have made it more challenging for companies to hire international talent. As a result, there are many positions left unfilled or inadequately staffed.

Retaining skilled employees is another significant challenge. The competitive nature of the tech industry means that companies must offer attractive salaries and benefits to retain top talent, which can be financially strenuous for smaller firms. The tech industry is known for high turnover rates with employees frequently moving between companies looking for better opportunities and compensation. A survey by LinkedIn revealed that the IT industry had one of the highest turnover rates at 12.9% due to the high demand for tech-savvy employees (Lewis & Soroñgon, 2022).

To sum up, due mainly to the prevailing shortage of qualified IT workforce and outsourcing, U.S. IT professionals are overworked; lack work–life balance; despite being highly paid relative to other professions, are undercompensated; have relatively limited career growth opportunities; lack job security; are surrounded by poor workplace culture and feelings of lack of inclusivity; and must contend with the challenges of fast-paced technological changes.

RESEARCH HYPOTHESES

To date, even though many published studies focus on the lingering issues confronting the U.S. IT industry, research studies conducted to investigate the extent to which disparities exist in job satisfaction between IT professionals of different countries are to no avail. The primary benefits of comparing the United States and other countries would attest to which are the priority areas on which the United States should focus in alleviating the scarcity of its locally available IT workforce.

This exploratory study is the first to do so by comparing self-reported perceptions among IT professionals in three countries, namely, the United States, Malaysia, and Singapore. The variables of comparison for job satisfaction selected for this study were the following:

1. Skillset update challenges refer to the difficulties individuals face in continuously acquiring new skills and knowledge to keep up with changing job demands. These challenges may include limited access to training resources, time constraints, financial barriers, and resistance to change. Rapid advancements in technology and industry standards can make it difficult for employees to stay current, potentially leading to skills gaps, reduced employability, or career stagnation (Hanson & Ford, 2010).

2. Work–life balance refers to the equilibrium between an individual’s professional responsibilities and personal life, ensuring that work demands do not overwhelm personal activities, such as family time, leisure, or self-care. Achieving a healthy work–life balance allows individuals to manage their time and energy effectively, reducing stress and improving overall well-being and job satisfaction (Greenhaus & Allen, 2011).

3. Work environment satisfaction refers to the degree to which employees are content with the physical, social, and organizational conditions of their workplace. This includes aspects such as the quality of physical facilities, relationships with colleagues and supervisors, organizational culture, and overall work conditions. A positive work environment fosters a sense of well-being, encourages productivity, and enhances job satisfaction (Spector, 1997).

4. Horizontal mobility refers to the movement of individuals across jobs or roles at a similar level within or between organizations without necessarily moving up in rank or hierarchy. This type of mobility focuses on gaining different experiences or skills rather than advancing to a higher position. It allows employees to diversify their competencies, explore different functions, or switch industries while remaining in positions of comparable status or responsibility (Campion et al., 1994).

5. Vertical mobility refers to the upward or downward movement of individuals within an organizational hierarchy. It typically involves promotions (upward mobility) by which employees move to positions of greater responsibility, authority, and pay, or demotions (downward mobility), by which employees move to roles of lesser status or responsibility. Vertical mobility is associated with career progression and the advancement of professional status (Rosenfeld, 1992).

6. Prestige refers to the subjective judgment or belief held by individuals or society regarding the status, respect, and admiration associated with a particular profession. This perception is often influenced by factors such as income level, education requirements, societal impact, and cultural values. Careers deemed prestigious typically enjoy higher social recognition, and individuals in those professions may experience greater respect and social standing (Liu & Grusky, 2013).

7. Salary–job demand alignment refers to the level of salary offered for a job that is commensurate with the demands and responsibilities associated with that job. According to this theory, a misalignment between salary and job demands can affect employee satisfaction, motivation, and retention. Employees expect that higher job demands, such as increased responsibility or complexity, should be rewarded with higher compensation. This theory is rooted in the broader context of equity theory and compensation management, which focus on how compensation aligns with the value and demands of the job (Heneman & Judge, 2003).

8. Self-efficacy refers to the ability to accomplish tasks. Research supports the idea that higher levels of self-efficacy can lead to improved job performance, which, in turn, contributes to increased job satisfaction. In a study by Judge and Bono (2001), the authors found that self-efficacy was a strong predictor of job satisfaction. This relationship is mediated by the positive influence that self-efficacy has on motivation and performance, which are key drivers of job satisfaction.

In light of all that has been discussed thus far, the postulated hypotheses for the present study in pairs of the null and alternative hypotheses are as follows. The null hypothesis represents the default assumption of no difference for the variable being measured. Whereas the alternative hypothesis expresses the exact opposite that at least one of the country groups is different from the other country groups for the measured variable. The null hypothesis serves as an impartial starting point and prevents the investigators from solely making conclusions based on assumptions or biases (Wasserman, 2004). By providing pairs of the null and alternative hypotheses for the variables measured, it was assessed whether there was enough statistical evidence to reject the null hypothesis in favor of the alternative, thereby establishing a structured framework for analyses, ensuring clarity and objectivity (McClave et al., 2021).

METHODOLOGY

RESULTS

An ANOVA, F test, was conducted, and the results are shown in Table 1. At α = .05, all variables were significantly different across independent variables being measured. These results indicate that at least one of the country groups was significantly different from the other two country groups. Hence, the null hypotheses for all of the eight variables were rejected.

TABLE 1 Analysis of Variance, F Test

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To check for differences between country groups, the independent-samples t tests, α = .05, were conducted to compare the means of each variable (Table 2). More similarities than differences were observed between the Singapore and Malaysia groups. However, the outcome was quite different and opposite when the Singapore and the Malaysia groups were each compared against the U.S. group.

TABLE 2 Independent-Sample t Test

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Whereas the assumptions of normality, homogeneity of variance, and independence are fundamental to the validity of ANOVA test results, several factors surrounding this research study supported the acceptance of the validity of the above results without explicitly testing.

First, previous empirical research studies demonstrate that ANOVA is robust to moderate deviations from normality, especially when the sample size is sufficiently large, n = 30 (Glass et al., 1972). Given that the sample sizes for this study exceeded 48 for each country group, the central limit theorem suggests that the distribution of sample means approximates normality, thereby mitigating the concerns toward normality (Lumley et al., 2002). The assumption of homogeneity of variance is less critical when group sizes are approximately equal as ANOVA remains robust under such conditions (Stevens, 2009). In this study, the sample sizes were 49, 51, and 57, thus reducing the effects of heteroscedasticity. Last, independence was maintained by ensuring that subjects’ responses were collected in a manner that prevented influence between subjects. Each participant’s response was obtained under strictly controlled conditions, thereby eliminating the risk of dependency on the data collected. Therefore, whereas formal assumption checks were not conducted, theoretical justifications and methodological safeguards supported the validity of the results obtained.

DISCUSSION

The vast differences observed between the U.S. group and the Singapore and Malaysia groups, respectively, were not an overwhelming surprise. The higher level of job satisfaction of Singapore IT professionals compared to their U.S. counterparts could be attributed to the following factors.

First, the Singapore government has invested heavily in upskilling and reskilling programs such as SkillsFuture (n.d.), which encourages continuous learning and technological adoption. This proactive approach allows Singapore professionals to remain competitive in the rapidly evolving IT landscape, boosting job satisfaction through skill growth and job security. Second, Singaporean companies, especially small and medium-sized enterprises, are more likely to adopt new and innovative technologies, such as cloud computing and blockchain, thanks to government subsidies and grants such as the productivity solutions grant. This forward-thinking environment fosters a sense of achievement and alignment with cutting-edge trends among IT professionals, making their work more fulfilling. Third, the shift toward remote and flexible working conditions in Singapore, which accelerated during the pandemic, has been embraced favorably by the IT workforce. Whereas challenges such as the blurring of work–life boundaries persist, many professionals in Singapore report improved work–life integration, contributing to higher overall satisfaction. Last but not least, Singapore IT professionals often find more meaning in their work, possibly because of the nation’s emphasis on driving digital transformation across sectors. This focus on meaningful contributions to both national and organizational goals further enhances job satisfaction.

In contrast, whereas U.S. IT professionals benefit from innovation and pay, many have concerns about burnout, lack of work–life balance, and lower engagement with workplace well-being initiatives. These disparities might explain the higher reported job satisfaction rates in Singapore.

On the other hand, why the Malaysia IT professionals reported higher job satisfaction compared with their U.S. counterparts could well be attributed to the following reasons.

A significant factor in Malaysian job satisfaction is the emphasis on work–life balance. Surveys published by the Malaysian mainstream newspaper, the Malay Mail (Lim, 2020) indicated that many Malaysian workers, particularly in the IT sector, prioritize flexible working hours and a healthier balance between work and personal life. This contrasts with U.S. professionals, for whom the pressure to work longer hours can be more intense. In Malaysia, about 69% of employees prioritize work–life balance, and that is seen as a major contributor to job satisfaction. Moreover, Malaysian companies often provide more autonomy in their work processes, allowing employees to express ideas freely and to work in a less rigid environment. Understanding management and less hierarchical workplaces contribute to overall happiness.

Whereas dissatisfaction still exists in Malaysia, mainly due to salary concerns, the flexibility, focus on work–life balance, and effective use of technology explain why IT professionals in Malaysia might be more satisfied compared with their U.S. counterparts, for whom longer work hours and a more competitive work culture prevail.

Whereas IT professionals in both Singapore and Malaysia have reported similar levels of job satisfaction, there are some notable differences in the factors that contributed to their contentment. According to a report by the Chartered Institute of Personnel and Development (CIPD, 2023), about 54% of the professionals in both Singapore and Malaysia were satisfied with their roles. Upskilling, career mobility, and building professional networks were highlighted as important factors for satisfaction in both countries. However, burnout, economic pressures, and talent retention issues continue to affect professionals in both nations, particularly following the disruptions caused by COVID-19.

In Malaysia, there is a strong sense of employer loyalty with 55% of employees expressing loyalty due to supportive company policies during the pandemic. This level of loyalty is higher compared with that of Singapore employees among whom only 37% of workers reported the same feelings toward their employers. Professionals in Malaysia often benefit from robust workplace policies that help improve work–life balance and skills development, contributing to their satisfaction levels. Conversely, professionals in Singapore also face similar pressures but are particularly focused on professional development and skills advancement as key motivators for job satisfaction (CIPD, 2023). Whereas overall satisfaction rates are comparable, specific drivers such as loyalty to the employer and work–life balance seem to be more pronounced in Malaysia.

In contrast, U.S. IT professionals often experience job dissatisfaction due to stress, lack of work–life balance, inadequate compensation, limited career growth, and poor management. The fast-paced nature of IT work, with its tight deadlines and complex problem solving, often leads to stress and burnout. As confirmed in a study by Stack Overflow (n.d.), it was found that 48% of IT developers reported feeling overwhelmed by the pressure to stay current with new technologies while maintaining demanding workloads. Moreover, U.S. IT professionals frequently struggle with maintaining a healthy work–life balance, especially given the expectation of being available after hours or during emergencies. This lack of flexibility can result in significant dissatisfaction. According to the Society for Human Resource Management (n.d.) employee benefits survey, work–life balance a significant issue in IT, and the absence of flexible working options is a primary driver of job dissatisfaction.

To worsen the matter, the majority of U.S. IT professionals also feel undercompensated for the skillsets they bring to their roles, and their lack of access to growth and continuous learning discourages many from staying in their roles long term. For example, the DICE (n.d.) tech salary satisfaction report reveals that, in 2024, 59% of I.T. professionals cited inadequate compensation as a key factor for dissatisfaction, up from 54% in the previous year. And the LinkedIn (n.d.) workplace learning report revealed that 94% of employees would stay longer only if their company invested in their professional development.

According to the Gallup (n.d.) state of the American workplace report, a lack of recognition for hard work and contributions can significantly reduce job satisfaction. IT professionals, in particular, thrive on receiving constructive feedback and feeling valued by management. Yet the receipt of those is often perceived as lacking or inadequate. Moreover, the lack of diversity and inclusion in IT workplaces contributes to dissatisfaction, particularly among underrepresented groups. A noninclusive environment can lead to feelings of isolation and undervaluation (Abbas, 2023).

The belief that IT professionals in the United States are receiving less recognition from employers compared with their Asian counterparts cannot be supported without reservations. There have been some studies that found U.S. organizations to have more prevalent recognition programs. For example, a report from Leung (2025) conveyed that 89% of North American organizations have employee recognition programs compared with only 68% in Asia.

A study by Gallup (2024) found that, whereas workplace recognition motivates employees and provides a sense of accomplishment, only 33% of the U.S. workforce feel engaged at work, suggesting that those recognition programs may not have been effective. Whereas U.S. organizations have more prevalent recognition programs, for the employees to truly feel valued and the rewards to be regarded as meaningful, the perceived values attached to the recognition rewards need to be commensurate with the challenges experienced or sacrifices made. Without the right rewards, the organizations would very well still be antagonized by dissatisfied employees (Jones, 2025; Saunderson, 2016).

Moreover, due to the challenging nature of the jobs, IT professionals have stronger tendencies than those of other industries to value personalized recognition by the management that acknowledges individual contributions and achievements (Moro et al., 2021). Yet individual recognition is scant because IT work is often team-oriented. IT projects typically require collaboration among multiple teams, leading to shared success by which individual contributions can go underappreciated (Rao & Ahmed, 2015). Also, the remote distribution of the workforce reduces the visibility of individual contributions, making it harder for the management to notice standout performers (Gigi & Sangeetha, 2020). In addition, because the IT industry continues to focus on and is evolving quickly in task automation, that, in turn, would cause individual human contributions to seem less significant and will continue to appear even less significant over time (Upreti & Sridhar, 2024). The flat organizational structure that most IT organizations adopt is another prominent reason why IT professionals do not easily get individually recognized. With flatter hierarchies, there are fewer opportunities for individual recognition compared with traditional corporate environments (Stair & Reynolds, 2020). Last but not least, as a fast-paced and ever-changing industry, new technologies, frameworks, and methodologies are continuously emerging, and IT professionals must relentlessly focus on moving forward rather than celebrating achievements.

Despite the above-described obstacles in preventing effective individual recognition that is common among the three countrys’ IT industries, one of the reasons that IT professionals in Singapore and Malaysia exhibited higher job satisfaction levels might be due to cultural differences. The prevailing Asian culture of collectivism that emphasizes group goals, social harmony, and community over individual achievements often fosters unity and stability, making it effective in family-oriented and team-based environments. Individuals there have a deep sense of belonging and community (Härtel & Liu, 2012). On the other hand, the individualistic culture prioritizes personal goals, autonomy, and self-expression over collective concerns often conquests in the American workplace (Jang et al., 2018). This causes IT professionals to not only feel isolated due to a focus on independence, but the weaker community support may also leave vulnerable individuals struggling (Refslund & Sippola, 2022).

With all the above said, it was not a total surprise that U.S. IT professionals, among the three countries, responded with the lowest marks, especially for skillset update (UPD), work–life balance (BAL), vertical mobility (VER), prestige (PRE), and salary–job demand alignment (ALIG). The abilities to manage stress, receive adequate recognition and compensation, and feel supported and valued are critical to retaining IT professionals and keeping them satisfied in their roles. Should the U.S. IT industry continue to ignore or fail in those aspects, the eventual result could turn U.S. IT into a failing industry as its strong Asian counterparts continue to progress, innovate, and prosper. The offshoring of U.S. IT company operations will not be a feasible option because copyright and security issues shall become lingering concerns when operating outside of its domestic boundaries.

LIMITATIONS AND FUTURE RESEARCH DIRECTIONS

The generalization of our study is limited in several ways. First, the variables included in the study are by no means exhaustive. The examination of other variables influencing job satisfaction will provide additional research opportunities. Second, even though the sample sizes used for the study were sufficient for meeting the criteria for statistical significance, future studies on the topic could use larger sample sizes to verify if similar results prevail. Third, the subjects who participated in the study were IT professionals from software-related positions. Follow-up studies could engage subjects from the hardware side of the IT industry. Fourth, the face-to-face survey used in the study was only one of the many possible data collection methods that could be used for the study. Hence, the use of other data collection methods shall also become an opportunity for future research on the topic. Last but not least, studies that focus on the effectiveness of recognition programs for IT professionals have not been sufficiently published. And none of those has been conducted to compare recognition program effectiveness using subjects of different countries and cultural backgrounds. Special interest should be in providing answers to why are Asian I.T. professionals are able to do more with less compared with their U.S. counterparts.