Managing motivation in the contact center: The employment relationship of outsourcing and temporary agency workers

Abstract

Grounded in self-determination theory (SDT), this research builds a motivation profile typology of contingent workers in the contact center industry, compares outsourcer (OW) and temporary agency workers' (TAW) profiles, and differentiates their human resources practices (HRP) perceptions and affective commitment. The hypotheses were tested in a sample of 2078 Portuguese contingent workers, through several statistical procedures, including latent profile analysis. Six profiles were identified. As expected, OW were mostly in the more intrinsic profiles, whereas TAW were in the more extrinsic ones. However, the contingent employment format did not moderate the relationship between motivation, HRP perceptions, and affective commitment.

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

“…Labor flexibility’s growth and development also impacted the configuration of contingent work. From the existing contingent work formats, temporary staffing agencies have the most complex work arrangement (Sobral, Chambel, & Castanheira, 2016). Temporary agency workers (TAW) are in a three-way relationship and are capable of creating ‘dual allegiances’ (Bonet, Cappelli, & Hamori, 2013).…”

“…Temporary agency workers (TAW) are in a three-way relationship and are capable of creating ‘dual allegiances’ (Bonet, Cappelli, & Hamori, 2013). They establish work relations with the temporary agency, with which they have a formal contract, and the client company, with whom they actually work (Sobral et al, 2016; Sobral, Lopes, Chambel, & Castanheira, 2015). Given this reality, several studies (e.g., Zimmerman et al, 2013) have indicated a need to adjust and adapt academic representations of labor relations to the present context.…”

“…Contingent work is often associated with uncertainty and insecurity, which, in turn, is related with negative outcomes (Höge, Sora, Weber, Peiró, & Caballer, 2015). Moreover, most contingent workers accepted their positions with a goal of obtaining a permanent position inside the client company (e.g., Sobral et al, 2016; Sobral et al, 2015). Therefore, these workers do not choose to be contingent.…”

“…Consequently, it was important to determine whether perceptions of the HRP system perception could predict TAW’s AC. In addition, because the literature already demonstrated that TAW’s create two different ACs, one with the agency and another with the client company (Buch et al, 2010; Sobral et al, 2016; Sobral et al, 2015), both ACs were considered in the current study.…”

Research on the Motivation of Core Staff in Small and Medium - sized High - tech Enterprises

“…The incentive problem has always been the core issue of management. Management scientists may be able to accurately predict, plan and control financial and material resources [8]. However, it is difficult to predict and control the human resources, especially the inner potential and effort.…”