This document reports on a survey of 124 male and female software professionals that examined their perceptions of team performance and dynamics, personal performance, supervisors, and opportunities for accomplishment, recognition, and career growth. The survey found that while many factors did not differ between males and females, males tended to be older, have longer tenure, and hold more senior roles, whereas females were less satisfied with team spirit but more satisfied with their own accomplishments. The results suggest opportunities to improve recognition and career progression for female software professionals.

1. What is the Perception of Female and Male
Software Professionals on Performance,
Team Dynamics and Job Satisfaction?
Insights from the Trenches
Toni James, @_tonijames
University of Canterbury, New Zealand
Orion Health, New Zealand
Matthias Galster
University of Canterbury, New Zealand
Kelly Blincoe, @KellyBlincoe
The University of Auckland, New Zealand
Grant Miller
Orion Health, New Zealand

2. Diversity
2

3. 3
Functional

4. 4
Deep level

5. 5
Surface level

6. Lack of diversity
6
“… a cost in products not built, in designs not
considered, in constraints not understood, in
processes not invented.”
“Every time we approach an engineering problem
with a pale, male design team, we may not find
the best solution.”
Bill Wulf , 1998
President of the National Academy of Engineering

7. Research questions
What is the perception of female and male software
professionals on…
RQ1: … team performance and team dynamics?
RQ2: … their own personal performance?
RQ3: … their immediate supervisor?
RQ4: … accomplishment, recognition, opportunities?
7

8. Research method
• Descriptive survey
- Self-administered online questionnaire
- December 2015 – February 2016
- Contacted companies directly
• Target population: software professionals
- … in technical roles
- … who work in teams
- … who have immediate supervisor
• Analysis: N = 124 (44% female, 56% male)
- Descriptive statistics, cross-tabulation, tests, regression
modelling
• Validity threats
8

9. Demographics
9
• Majority younger than 40 years
• Males tend to be older
• ~50% had >6 years of experience
• Males have longer tenure
• ~50% in senior roles
• More males in senior roles

10. RQ1 – team performance/dynamics
10

11. RQ1 – team performance/dynamics (1)
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Work is fairly distributed
(neutral: 55% female, 53% male)
Consistently performs to expectations
(neutral: 55% female, 59% male)
Spirit of team work
(neutral: 60% female, 48% male)
significant

12. RQ1 – team performance/dynamics (2)
12
Support/authority to make decisions
(neutral: 11% female, 7% male)
Involvement in decisions
(neutral: 6% female, 9% male)
Peer pressure
(neutral: 20% female, 20% male)

13. RQ2 – perception on own performance
13

14. RQ2 – perception on own performance
14
Overall productivity
significant
Seniority better
predictor than
gender

15. RQ3 – perception of supervisor
15

16. RQ3 – perception on supervisor
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Supervisor takes time to listen
(neutral: 7% female, 3% male)
Supervisor gives fair reviews
(neutral: 9% female, 9% male)
Supervisor is willing to promote
(neutral: 11% female, 19% male)
Comfortable to communicate
(neutral: 9% female, 9% male)
Only 20% of the survey participants had direct female leadership.

17. RQ4 – accomplishment, recognition,
& opportunities
17

18. RQ4 – recognition
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Recognition for doing a good job
(neutral: 9% female, 15% male)
Perception of peer recognition
(neutral: 15% female, 19% male)
Base compensation
(neutral: 2% female, 15% male)
Valued as team member
(neutral: 15% female, 3% male)

19. RQ4 – accomplishment
19
Job gives sense of accomplishment
(neutral: 11% female, 19% male)
Personal sense of accomplishment
(neutral: 6% female, 9% male)
significant

20. RQ4 – opportunities
20
Opportunities for career development
(neutral: 0% female, 0% male)
What happens over time?

21. Discussion of results
21
Fair performance reviews
Recognition
Career progression

22. Conclusions
22
Overall …
- Many factors do not differ
Males …
- Hold More senior roles
- Are Older
- Have Longer tenure
Females …
- Are Less satisfied with team
spirit
- Perceive overall productivity
more favorably
- Are more satisfied with their
own accomplishments

23. 23
Influence of software practices?
Technical roles?
Gender of supervisor?
Future work
Opportunity lost is an opportunity cost

24. Thank you – Questions?
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Toni James, @_tonijames , tmj45@uclive.ac.nz
University of Canterbury, New Zealand
Orion Health, New Zealand
Matthias Galster, mgalster@ieee.org
University of Canterbury, New Zealand
Kelly Blincoe, @KellyBlincoe , kblincoe@acm.org
The University of Auckland, New Zealand
Grant Miller, grant.miller@orionhealth.com
Orion Health, New Zealand