Temporary work and human resources management: issues, challenges and responses

Abstract

Purpose -The purpose of this paper is to introduce the special issue volume that examines a range of concerns, challenges and responses relating to temporary workers and human resource management (HRM). Design/methodology/approach -The paper highlights eight key research questions and describes the structure of the issue. The various articles investigate six main areas: the rationale for using temporary workers rather than permanent workers; factors determining types of temporary work arrangements; the rationale for temp workers entering into temporary employment; the nature and extent of the relationship between TWAs and user firms; the relationship between employment regulations and an organisation's labour use patterns of temporary workers and the HR challenges associated with ongoing and extensive use of temporary workers. Findings -Findings varied according to the main focus of each paper. It is evident, however, that no one perspective, public policy or organisational strategy is likely to fit all situations in relation to temporary work and HRM. Many differences exist in the skill levels of temp workers, their demographic characteristics and reasons for undertaking temp work. Likewise, as pointed out by many of the authors included in this volume, there are also differences within user firms with regard to their reasons for employing temps. Originality/value -There is a paucity of literature examining temporary work and HRM and this issue endeavours to fill that gap and may prompt further research.

Occupational safety in a globalized construction industry: a study on Polish workers in Norway*

“…They often change work places and employer, and will therefore find limited opportunities of establishing social relationships at the work site and acquire the desired safety culture. Furthermore, temporary contracts can create ambiguity regarding responsibilities 19 as there might be a weaker relationship to the employer. According to Mayhew & Quinlan 20 temporary work arrangements may give a higher risk of occupational injury.…”

Rethinking Human Resource Strategies: A Shift in the Treatment of Contingent Workers

“…These workers are "employed because a company has an increased demand for a particular service or product or technology at a particular place at a specific time" (Freedman, 1988, p.1). Despite the consensus among researchers and practitioners that contingent workers fill a need (Boyce Ryan, Inus, & Morgenson, 2007;Burgess & Connell, 2006;Davis-Blake, Broschak, & George, 2003), there is evidence regarding the negative impact of the employment of these workers on attitudes and work behaviors within organizations. A major source of these issues relates to the difference in treatment between contingent workers and standard employees (Boyce et al, 2007;Broschak et al, 2008;Padavic, 2005;Williams, 1989).…”

“…Despite the differing terms, one commonality between these studies is the assertion that different treatment of contingent and standard employees can lead to detachment from the organization. Burgess and Connell (2006) attribute lack of access to training, career development, and organizational identification as the main areas contributing to these differences.…”

“…Burgess and Connell (2006) further examined how the differences in treatment between contingent and permanent workers could lead to tension within the firm. In their study, both integration and separation strategies for the employment of contingent workers were empirically examined.…”

“…Broschak et al, (2008) use the term nonstandard employee to distinguish between workers hired directly by the organization and workers hired for a contracted period of time. Burgess and Connell (2006) use the term temporary worker as it relates to HRM challenges in supporting organizations that employ short term contract workers. Despite the differing terms, one commonality between these studies is the assertion that different treatment of contingent and standard employees can lead to detachment from the organization.…”