Same time, next year?

Abstract

Purpose The purpose of this paper is to explore the dynamics between management approach, human resource systems and practices, and responses of seasonal workers. Design/methodology/approach After reviewing literature on contingent workers focusing on seasonal workers in particular, this paper presents a case study of how seasonal work is managed in a specific organisational context. Findings There is a noticeable gap between the organisation's initial approach to human resource management (during recruitment and induction) and the way employees are actually managed during the course of their employment. While seasonal employees may have low levels of organisational commitment as a consequence, nevertheless their commitment to colleagues, supervisors, and in some cases, clients has side‐benefits for the organisation. Research limitations/implications The research is based on a single case study and has illustrative value. The characteristics of seasonal work described in the case reflect a specific industry and organisational context. Practical implications The findings suggest that employers of seasonal workers should consider the influence of human resource management systems and practices on the expectations and experience employees have of work. Originality/value The paper makes an empirical contribution as seasonal work has received little attention to date. Moreover, as seasonal work potentially combines short‐term finite employment with longer‐term relational aspects, we are able to highlight the relevance of cyclical time to an understanding of how employees perceive and experience work.

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