Human resource solutions?

Abstract

Purpose The article seeks to explain the rapid increase in the use of agency “temps” by employers during the 1990s. It tests the thesis of profound change in employers' labour use decisions. Design/methodology/approach The data was from in‐depth interviews with human resource/line managers in 12 work organisations in the UK responsible for decisions on use of temporary agency labour. Organisations were chosen to include a variety of industrial sectors, sizes and locations. Findings Although there were common trends in organisations, including declining numbers of permanent jobs and waves of restructuring, organisations varied in their approach: it was not always profound change. The paper finds four distinct types of agency labour use and developed a 2 × 2 typology, depending on whether employers were acting strategically or reactively, and whether they were using temps for supplementation, or more far‐reaching substitution, for permanent workers. Research limitations/implications Research is based on UK data and is a “snapshot” of the situation. However, the typology can be used to analyse temporary agency labour usage in other settings and time periods. Practical implications The findings could be used by human resource managers to assist them in making decisions on use of agency workers. Originality/value The paper makes associations between external and internal contexts within which organisations operate and how these affect decisions on temporary agency labour usage.

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