Article2005

Managing temporary workers: work identity, diversity and operational HR choices

Bas A. S. Koene · Maarten J. van Riemsdijk

95 citations0/0 files storedHuman Resource Management Journal

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Human Resource and Talent Management Job Satisfaction and Organizational Behavior Employment, Labor, and Gender Studies

Abstract

Strategic HRM theory argues that organisations should distinguish different types of employees according to their value and availability. We argue that this has resulted in an underestimation of the importance of specific HRM practices in relation to temporary employees. Building on theoretical work that discusses the employment relationship for temporary employees, the process of identification with the organisation and different ways of managing diversity, we distinguish three approaches to the operational management of temporary employees. We explore two cases that reflect opposite ends of the scale. They illustrate the value of the theoretical framework and substantiate the claim that, even after the strategic choice for a lean, distanced and uninvolved temporary ‘employment mode’ is made, different operational HRM practices lead to differences in performance.

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References

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Cited by

2011Balancing HRM: the psychological contract of employees 2014Temporary agency versus permanent workers: A multigroup analysis of human resource management, work engagement and organizational commitment 2010Relationship Between Job Characteristics and Attitudes: A Study of Temporary Employees 2016The mediating role of leader–member exchange: a study of job satisfaction and turnover intentions in temporary work 2012HR attributions and the dual commitment of outsourced IT workers

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