German temporary agency workers’ SWB: the impact of POS provided by agencies

Abstract

Purpose The purpose of this paper is to focus on the specific relationship between temporary agency workers (TAWs) and their employing temporary work agencies in Germany that is characterized – in contrast to other European countries – by agencies’ central role in employment and the prevalence of permanent contracts. The study addresses a research gap in understanding the mediating role of perceived organizational support (POS) provided by temporary work agencies in the relationship between employment-specific antecedents and TAWs’ subjective well-being (SWB). Design/methodology/approach Based on a sample of 350 TAWs in Germany, the mediating role of POS provided by agencies is analyzed using structural equation modeling. Findings The authors show that procedural justice, performance feedback and social network availability positively relate to POS while perceived job insecurity shows the expected negative influence and distributive justice has no impact on POS. POS, in turn, positively relates to SWB. The partially mediating effect of POS between employment-specific antecedents and SWB is also confirmed. Research limitations/implications The study is based on cross-sectional data and self-reported measures; this may limit causal inferences. Practical implications The results highlight the importance of agencies creating POS and reducing perceived job insecurity for improving TAWs’ SWB. Originality/value The study contributes to previous POS research by focusing on the agencies’ role and by showing the mediating effect of POS on TAWs’ SWB in Germany.

“I Can’t Help at Work! My Family Is Driving Me Crazy!” How Family-to-Work Conflict Diminishes Change-Oriented Citizenship Behaviors and How Key Resources Disrupt This Link

“…Procedural justice implies that adequate organizational arrangements exist to allow employees to identify problems and suggest solutions (De Clercq & Belausteguigoitia, 2017). Similarly, the presence of fair decision-making procedures may have value, because employees realize they can rely on their organization’s support to find solutions for hardships that they or their colleagues encounter in the workplace (Imhof & Andresen, 2017), including their fear that family-related strain might undermine the quality of their work functioning (Anand et al, 2015). Such convictions should enhance employees’ desire to change this negative situation by devoting significant time, even if not formally required, to finding novel solutions that also may benefit others in the organization.…”

Staffing agencies in work relationships with independent contractors

“…Previous research has mainly investigated employees who are engaged by an organization, with research on non-standard workers having focused on temporary agency workers (Baran et al , 2012; Gakovic and Tetrick, 2003; Jiang and Wang, 2018). Adding to Imhof and Andresen (2017), we point to the relevance of POS for independent contractors as a different group of workers and refer to the socio-emotional support function of staffing agencies. Thus, independent contractors also develop perceptions of organizational support.…”

Temporary and permanent agency workers. A study of perceived organizational support and dual commitment

“…This is a key driver for improving both individual and organizational performance (e.g. Buch et al, 2010;Chambel and Sobral, 2019;Imhof and Andresen, 2017;Lapalme et al, 2011).…”

“…Chambel et al, 2016;Rhoades and Eisenberger, 2002;Woldman et al, 2018). Perceived organizational support is a social factor and depends on employees' perceptions of how the organization values their contribution and cares about their well-being (Eisenberger et al, 1986;Byrne and Hochwarter, 2008;Imhof and Andresen, 2017;Jiang, 2015). Lopes et al (2019) highlighted that both TWAs and client organizations need to develop policies to increase agency workers' support, contributing to the satisfaction of workers' psychological needs for commitment, autonomy, competence.…”

“…Perceived organizational support is a social factor and depends on employees’ perceptions of how the organization values their contribution and cares about their well-being (Eisenberger et al. , 1986; Byrne and Hochwarter, 2008; Imhof and Andresen, 2017; Jiang, 2015). Lopes et al.…”