Abstract
This research examined job satisfaction and satisfaction with implementation processes during computer conversion with perceived managerial involvement in decision-making and participation in a formal, introductory computer training program. Literature on socio-technology, planned change, job satisfaction, decision-making in the computerized office and computerization and the work of managers was examined. The role of an introductory training intervention was emphasized and a review of organizational computer training identified how companies can succeed in promoting ways to effectively implement computer usage early in conversion. Six research questions guided the quasi-experimental case study of management strategies in the initial phases of computer conversion. The population included managers from five business offices at a large multi-national corporation in Southern California. The pre-, posttest design used the Minnesota Satisfaction Questionnaire-Short Form, and the Automation Satisfaction Questionnaire. Descriptive analyses used an Open-ended Questionnaire for Management and a Trainer Survey. In-house and outside trainers were included. Parametric statistics using SPSS-X Rel. 3.1 for VAX/VMS calculated Analysis of Variance (ANOVA), Cronbach's Coefficient Alphas and the Pearson Correlation Coefficient, r. Significant levels at p $<$.10,.05, and.01 tested the hypotheses. Dependent variables included perceived decision-making involvement of managers in computer implementation processes and participation in a formal, introductory computer training program; independent variables included job satisfaction in general and satisfaction with the computer implementation processes. Central findings were: (1) Managers perceiving themselves more involved in decision-making processes about computerization made higher job satisfaction and computer implementation level gains on both questionnaires than those less involved. (2) Managers receiving computer training made higher job satisfaction and computer implementation satisfaction level gains on both questionnaires than managers not trained. (3) The interaction between perceived involvement and computer training was not significant on the Minnesota Satisfaction Questionnaire and marginally significant on the Automation Satisfaction Questionnaire. Recommendations included: (1) replication in organizations where governmental regulations require documentation; (2) research in a longitudinal study to examine detailed accounting of influencing factors; (3) evaluation of other computer training methodologies during conversion; and (4) investigation of the effects between supportive departments not computerized with supportive computerized departments.