Project Manager personification: An investigation into the relationships between job characteristics, team dynamics, and IT project outcomes in Southampton and Gurugram

Abstract

Project success remains a persistent challenge in both academic research and industry practice, particularly in the domain of IT projects, where failure rates are notably high. This study examines the relationship between the job characteristics of project managers and project outcomes, with a focus on identifying key factors influencing efficiency, effectiveness, and performance. Grounded in Hackman and Oldham’s Job Characteristics Theory, the research adopts a qualitative methodology, drawing insights from semi-structured interviews conducted with IT project managers in Southampton (UK) and Gurugram (India). The findings highlight the critical role of skill variety, task identity, autonomy, and job-based feedback in shaping project success, while task significance is found to have limited relevance in outcome-focused IT environments. Autonomy emerges as a key enabler of innovative thinking and adaptability, while structured feedback is recognised as vital for aligning efforts with organisational goals. Skill variety is associated with enhanced engagement, strategic decision-making, and effective risk management. This study extends the application of Job Characteristics Theory to the dynamic and complex context of IT project management, proposing practical recommendations for designing project management roles that optimise performance and motivation. It also provides insights for policymakers to promote effective job design in the IT sector. Future studies are encouraged to broaden the scope by exploring additional industries, geographic regions, and longitudinal effects to deepen the understanding of the dynamic interplay between job characteristics and project success in diverse contexts.

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Identifiers

ORCID for Nicholas Dacre: orcid.org/0000-0002-9667-9331

ORCID for Hao Dong: orcid.org/0000-0002-3458-4986

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