The Influence of Regular Work Systems on Compensation for Contingent Workers

Abstract

Using data from a nationally representative survey of U.S. establishments, this article explores how features of regular work influence outcomes for contingent workers. The results show that firms combine regular and contingent work in varied ways: Some managers design contingent work to achieve performance objectives not possible with the regular workforce, whereas managers in other cases create contingent jobs to reinforce the same goals as regular work. In the latter case, contingent workers are more likely to be integrated with regular workers and to receive benefits. Benefit provision for contingent workers is also influenced by traditional internal labor market rules and by spillover effects in which efficiency or regulatory requirements lead benefits to be extended to contingent staff once offered to regular workers.

Cite this work

No public copy is stored for this record, so only the metadata is cited.

Stored only when both papers are in the corpus — 33 citations exist upstream.

Papers that cite the same references — the relational fallback while embeddings are still backfilling.