The study of employee performance when implementing agile practices in a South African IT workforce

Abstract

Agile practices were introduced as a result of an increase in software development projects failing. Adoption of agile practices have increased in South African IT workforces. Agile practices have transformed software development processes significantly. A value of agile practices is placing high focus on the human element of agile that brings about the importance of employee performance. There have been no comprehensive studies in a South African context on employee performance when implementing agile practices. This study addresses the gap to explore employee performance in agile practices within South African IT workforces.

The study aimed to explore employee performance in agile environments for IT workforces in South Africa. The objective of this study was to assess how agile practices influence employee performance. An interpretivist mono-method qualitative approach was used, with the use of interviews as a research strategy. Seventeen semi-structured interviews were conducted with agile practitioners from various roles, to understand their subjective realities on agile practices and their influence on employee performance from their perception. The Expectancy theory was used as a lens to guide this study. The Expectancy theory guided the interview questions that were categorised into various variables and assisted the researcher when analysing the data using thematic analysis. The benefits, challenges and additional support requirements of agile practices were investigated. Furthermore, aspects of agile practices that influence employee performance and guide successful projects were studied. Agile ceremonies and the value it provides were considered. Lastly, outcomes obtained when using agile practices were discussed.

Our results indicated that agile practices influence employee performance significantly with participants reporting on aspects which included planning, communication, employee development and well-being, collaboration, team culture and progress. Additionally, our results reported obstacles when using agile practices that included adoption, team engagement, leadership and instilling an agile mindset. Additional support that was found from participants in using agile more effectively were training, adoption and acceptance and having an agile coach present.

Agile practices influence employee performance in South African IT workforces by fostering improved team dynamics, enhanced collaboration, improved efficiencies, risk management, planning, continuous improvement, learning, personal development and well-being. Conclusively, our findings suggested that if agile challenges are addressed and additional support is provided, employee performance can be improved extensively.