An ill-informed choice: empirical evidence of the link between employers’ part-time or temporary employment strategies and workplace performance in Canada

Zeytinoglu, Işık U.; Chowhan, James; Cooke, Gordon B.; Mann, Sara

doi:10.1080/09585192.2016.1138316

Cited by 5 publications

(3 citation statements)

References 70 publications

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“…In the current world of open markets, free trade zones and technological change, organizations face pressure to optimize labor levels, costs and productivity (Cappelli, 2008; Osterman, 2018). There has also been a renewed emphasis toward the alignment of HRM practices and policies with organizational business strategies with the goal of enhancing operational and financial performance outcomes, such as innovation and profitability (Chowhan, 2016; Zeytinoglu et al , 2017; Garavan et al , 2012; Osterman, 2018; Vaiman and Collings, 2013). One of an employers' biggest challenges is to manage (or shrink) the gap between the changing skills and aptitudes that they want or need their employees to have, compared to the supply of skills and aptitudes that their employees and applicants currently hold (Collings and Mellahi, 2009; Makarius and Srinivasan, 2017).…”

Section: Review Of the Literature And Conceptual Foundationmentioning

confidence: 99%

Talent management: four “buying versus making” talent development approaches

Cooke

Chowhan

Donald

et al. 2021

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PurposeThis paper presents a typology exploring employers’ perceptions of the quality of available applicants and employers decisions to buy qualified staff vs. to hire available workers and then make i.e. develop them via employer-supported training.Design/methodology/approachThis study uses 2015 survey data from Southwestern Ontario, Canada, based on responses from 834 employers regarding their hiring, separations, training and other HRM policies.FindingsAmong surveyed employers, 10% are “Reliants” who found the quality of available applicants to be low, yet these employers do not provide employee training. Almost half of employers (at 45%) are “Developers” who find the quality of applicants to be low but they do provide employee training. Approximately, 7% of employers are “Poachers” who find that the quality of applicants is high and do not provide employee training, while 38% are Refiners, who find the quality of applicants is high and they provide employee training.Originality/valueEmployers need to make their training decisions in alignment with their assessment of the quality of job applicants to whom they have access. In this paper, decisions on training and applicant quality are considered concurrently. From an academic viewpoint, the findings raise the issue as to whether other stakeholders (such as educational institutions) are sufficiently helping individuals gain the skills, credentials and work experiences that employers are seeking. If job openings are remaining unfilled because employers are unwilling to hire those available, then applicants lose, employers lose and societies lose.

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Section: Review Of the Literature And Conceptual Foundationmentioning

confidence: 99%

Talent management: four “buying versus making” talent development approaches

Cooke

Chowhan

Donald

et al. 2021

View full text Add to dashboard Cite

show abstract

“…Nevertheless, some HRM practices have been shown to be negatively linked with business performance outcomes (e.g. Zeytinoglu et al, 2017). It should be thus noticed that there is no 'one size fit all' for the adoption of HRM practices by firms to increase the business performance, and managers are crafts that need to learn through practice and experience to choose the best HRM system for their organization (e.g.…”

Section: End Notesmentioning

confidence: 99%

How do HRM practices improve employee satisfaction?

Hauret

Martin

Omrani

et al. 2020

Economic and Industrial Democracy

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Using employer–employee data, this article studies the relationships between the bundle of human resource management (HRM) practices and job satisfaction. By simultaneously integrating employee HRM exposure and HRM perception, which remains scarce in the literature, the authors find that a high HRM exposure is not sufficient to improve job satisfaction when employee HRM perception is taken into account. Moreover, the study highlights that differences in the level of employee HRM perception, contrary to the level of exposure, influence the way employees react to their personal, job and workplace characteristics. The results suggest a role for managers to strengthen employee positive HRM perception to improve job satisfaction.

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“…Some employees may then be working PT when they would prefer to be working full-time (FT), a work arrangement often referred to as involuntary part-time (IPT) (Feldman, 1990; Wang, 2018). A proportionate increase in PT employees, irrespective of the reason, can negatively impact corporate performance (Whyman, Baimbridge, Buraimo, & Petrescu, 2015; Zeytinoglu, Chowhan, Cooke, & Mann, 2017) and organizational turnover (Stavrou & Kilaniotis, 2010), suggesting this is an issue worth examining.…”

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confidence: 99%

Influence of work design and work status on part-time employees' inclusion and work engagement: some Australian evidence

Sarich¹,

Kiffin-Petersen²,

Soutar³

2021

Journal of Management & Organization

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Increasing numbers of people are working part-time (PT) hours, sometimes involuntarily (IPT). Australia has the fourth highest percentage of PT employees among Organization for Economic Co-operation and Development countries (26%). This study examines relationships between work design factors and workplace inclusion for PT employees and identifies how perceived inclusion and work engagement of PT and IPT employees compares with full-time (FT) employees. Data were collected using an online questionnaire distributed to employees in Australia. A part-time work design model was developed and tested across two independent samples using partial least squares. Results suggest that PT and IPT employees feel less included in the workplace compared to FT employees. PT employees also perceive their roles to be less task interdependent. A key finding was that PT employees' perceived inclusion was related to proactive behaviors, autonomy, and job crafting, in addition to hours worked. Implications for the management of PT employees are discussed.

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An ill-informed choice: empirical evidence of the link between employers’ part-time or temporary employment strategies and workplace performance in Canada

Cited by 5 publications

References 70 publications

Talent management: four “buying versus making” talent development approaches

Talent management: four “buying versus making” talent development approaches

How do HRM practices improve employee satisfaction?

Influence of work design and work status on part-time employees' inclusion and work engagement: some Australian evidence

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