HAPPY TOGETHER? HOW USING NONSTANDARD WORKERS AFFECTS EXIT, VOICE, AND LOYALTY AMONG STANDARD EMPLOYEES.

Alison Davis‐Blake · Joseph P. Broschak · Elizabeth George

315 citations0/0 files storedAcademy of Management Journal

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Job Satisfaction and Organizational Behavior Labor Movements and Unions Employment, Labor, and Gender Studies

Abstract

We examined how a blended workforce (one with "standard" and "nonstandard" workers in the same jobs) affected exit, "voice," and loyalty among standard employees. We found that workforce blending worsened relations between managers and employees, decreased standard employees' loyalty, and increased their interest both in leaving their organizations and in exercising voice through unionization. However, these effects were contingent on whether the nonstandard workers were temporary or contract and on the salary and responsibilities of the standard employees.

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1993Human Capital 1999The Human Resource Architecture: Toward a Theory of Human Capital Allocation and Development 1997ALTERNATIVE APPROACHES TO THE EMPLOYEE-ORGANIZATION RELATIONSHIP: DOES INVESTMENT IN EMPLOYEES PAY OFF?1975Generating Inequality 1994CHANGING OBLIGATIONS AND THE PSYCHOLOGICAL CONTRACT: A LONGITUDINAL STUDY.2000Bad Jobs in America: Standard and Nonstandard Employment Relations and Job Quality in the United States 1998The Utilization of Contingent Work, Knowledge Creation, and Competitive Advantage 1988IMPACT OF EXCHANGE VARIABLES ON EXIT, VOICE, LOYALTY, AND NEGLECT: AN INTEGRATIVE MODEL OF RESPONSES TO DECLINING JOB STATUS SATISFACTION.

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2017Alternative Work Arrangements: Two Images of the New World of Work 2005The Role of Job Security in Understanding the Relationship Between Employees' Perceptions of Temporary Workers and Employees' Performance.2005One Foot in Each Camp: The Dual Identification of Contract Workers 2006Mixing Standard Work and Nonstandard Deals: The Consequences of Heterogeneity in Employment Arrangements 2010

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