Exploring the ambivalence of job autonomy in agile work context: A qualitative study

BackgroundAlong with agile work practices and new management approaches, the autonomy of employees is increasing. While job autonomy is widely recognised as a key contributor to employee satisfaction, well-being, and performance, recent research points out that high autonomy can also have adverse effects.ObjectiveThe present study aims to shed light on how employees in an established agile work system perceive the high autonomy provided in their job.MethodsUsing a qualitative research design, 20 semi-structured interviews were conducted with employees working in an agile organisation to gain insights into their experience of autonomy.ResultsThe findings reveal that employees generally value the high degree of autonomy. Yet, they often report gaps between the promoted autonomy and the experienced constraints. They also associate autonomy with demands, such as increased responsibility, self-organisation, and proactivity, which can drive growth but also become burdensome. The level of social support plays a crucial role in shaping employees' experience of autonomy. Adequate support helps them to manage the demands of autonomy and set boundaries, while insufficient support can cause the burdens of autonomy to outweigh its benefits.ConclusionsThrough its qualitative design, this study provides a comprehensive analysis of the ambivalence of job autonomy in a mature agile system. It highlights the importance of understanding autonomy as a subjective experience and shows that thoughtfully navigating this ambivalence can enhance employee satisfaction, well-being, and performance. These insights can help research and practice to better understand and leverage the potential of job autonomy.