Alternative uses of temporary work and new forms of work organisation

Abstract

The purpose of this study is to investigate the relationship between the use of temporary workers and the adoption of new forms of work organisation (NFWO) in production. This study aims to understand to what extent these two forms of human resources flexibility are synergic or mutually exclusive. In order to answer this main goal, we discuss different levels of temporary workers adoption in relation to different levels of use of NFWO, the level of integration of temporary workers within the overall production organisation and the joint and synergistic use of NFWO and temporary work. Evidence drawn from seven case studies in manufacturing plants in northern Italy is provided. Results highlight that, according to the characteristics of the production process, temporary workers and NFWO are not mutually exclusive, that temporary workers can be integrated with other workers in the shop floor, and that NFWO can also be adopted for temporary workers. In addition, NFWO has been proven to be a key enabler to integrate temporary workers within the organisation, thus showing an important synergistic effect between the two human resource flexibility practices

A Psychometric Assessment of a Human Resources Practice Measure for Temporary Agency Workers

“…Overall, the results demonstrate that the practices that are used to create this HRP system are consistent and coherent with the literature and the context. As Cagliano, Caniato, Longoni, and Spina (2014) have suggested, using temporary work may be associated with more than just flexibility, as companies often use this process to select permanent workers. Therefore, the recruitment process is a fundamental step in hiring these workers, which can be maximized through an effective socialization.…”

A socio-technical view of performance impact of integrated quality and sustainability strategies

“…team responsible for planning, execution and control, workers sharing experience, knowledge and skills, formalization of team composition and responsibilities, work group incentives) (Sveiby and Simons, 2002), and workers flexibility (e.g. multi-tasking, multi-skilling, job rotation) (Cagliano et al, 2014). The above items can be mapped to STS principles.…”

Gianluca Spina’s Contribution to Manufacturing and Supply Chain Strategy Research and Management Education

“…4; Cagliano and Spina 2000a); room for strategic choices within the new paradigm (Spina 1998); the diffusion of the new model and competitiveness of regional local authorities (Bartezzaghi et al 1997); and the use of flexible forms of work within the new model (Cagliano et al 2014). The intention was to gather all these studies together in a book, which would have been entitled Beyond the Machine, but unfortunately was never completed.…”