# Employee Performance when Implementing Agile Practices in an IT Workforce

**Authors:** Muhammad Hamid Raza Mookadam, Ridewaan Hanslo  
**arXiv:** [2511.00528](https://arxiv.org/abs/2511.00528)  
**Date:** 2025-11-01  
**Summary page:** https://www.summarizepaper.com/en/arxiv-id/2511.00528v1/

## Key points

- Adoption of agile practices increasing globally, including in South Africa
- Lack of comprehensive studies on impact of agile practices on employee performance in African context
- Study conducted in South Africa to explore how agile practices affect employee performance in IT organizations
- Findings show implementing agile practices improves planning, communication, development, and well-being opportunities for employees
- Challenges related to adoption and engagement reported
- Addressing challenges and providing support can lead to improved employee performance within IT workforces
- Ethical considerations followed throughout study process
- Data analysis conducted using thematic analysis techniques following six phases outlined by Braun and Clarke
- Benefits of agile practices include improved team dynamics and collaboration; challenges include adoption difficulties, leadership issues, team engagement problems, and resistance to change

## Summary

The adoption of agile practices has been increasing in IT workforces globally, including in South Africa. However, there is a lack of comprehensive studies focusing on the impact of these practices on employee performance within the African context. To address this gap, a study was conducted specifically in South Africa to explore how agile practices affect employee performance in IT organizations. The study utilized an interpretivist mono-method qualitative approach and gathered data through semi-structured interviews with seventeen agile practitioners from various roles within South African IT organizations. The findings revealed that implementing agile practices has a significant influence on employee performance by improving planning, communication, development and well-being opportunities for employees. However, challenges related to adoption and engagement were also reported. The study suggests that addressing these challenges and providing additional support can lead to improved employee performance within IT workforces. Ethical considerations were followed throughout the study process to ensure fairness and honesty towards participants. Data analysis was conducted using thematic analysis techniques following six phases outlined by Braun and Clarke. The demographic profile of participants included individuals from various roles with different levels of experience in agile practices. Emerging themes from the interviews included benefits such as team dynamics and collaboration being the most frequently mentioned advantage, while challenges identified included adopting agile practices, leadership issues, team engagement difficulties, and resistance to change. Overall, this study provides valuable insights into how implementing agile practices can impact employee performance within IT workforces in South Africa by highlighting both positive outcomes and potential obstacles that organizations may face in adopting these methodologies. Further research may be needed to verify data saturation and explore additional nuances within this context.