The organization of Human Resource Management in temporary work agencies—towards a comprehensive research agenda on temporary agency work in Germany, the Netherlands and the US

Mitlacher, Lars W.

doi:10.1016/j.hrmr.2006.02.004

Cited by 30 publications

(44 citation statements)

References 34 publications

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“…Zeitarbeitnehmer werden insgesamt deutlich weniger weitergebildet als Beschäf-tigte anderer Branchen und auch als andere atypisch Beschäftigte (Moraal et al, 2008;Mitlacher, 2006;Forrier & Sels, 2003). Weiterbildungsmaßnahmen in der Zeitarbeit sind inhaltlich deutlich stärker auf die unmittelbare Einarbeitung und die Einhaltung gesetzlich vorgeschriebener Schulungen (z.…”

Section: Einflussfaktoren Der Weiterbildung In Der Zeitarbeitunclassified

“…Auch für die Zeitarbeit wird dieser Zusammenhang aus unterschiedlichen theoretischen Sichtweisen heraus gestützt (Schmidt & Thommes, 2007;Mitlacher, 2006). Je höher die Ausgangsqualifikation der Belegschaft ist, desto mehr muss der Arbeitgeber in den Erhalt der vorhandenen Qualifikations-und Wissensbasis investieren.…”

Section: Qualifikationsniveau Der Zeitarbeitnehmerunclassified

“…Vorherige Studien zeigen, dass Zeitarbeitskräfte insgesamt deutlich seltener an formalen, eher arbeitsplatzentkoppelten Maßnahmen teilnehmen (Mitlacher, 2006 (Crimmann & Lehmann, 2012). Dies deutet auf einen erweiterten Funktionsumfang der Zeitarbeit hin: Entleiher nutzen die Spezialisierungsvorteile der Dienstleister, um systematisch Teile der eigenen Personalarbeit auszulagern (Evers, 2012;Promberger et al, 2006).…”

Section: Erfolgswirkung Der Weiterbildungunclassified

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Weiterbildung in der Zeitarbeit – Einflussfaktoren und Erfolg

Bouncken¹,

Fischer²,

Lehmann³

2012

German Journal of Human Resource Management: Zeitschrift für Pe

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Causes and Conditions of Training in the Field of Temporary Work. Implications for the Success of Temporary Work AgenciesTemporary work has become an important feature of the German labor market. Skilled labor shortages have spurred on the growth of temporary work, stressing the need to invest in training of temporary workers. Even though training has largely been ignored by temporary work agencies (TWAs), they can improve their performance by training temporary workers. Investment in such training pays off through higher fees and increased attractiveness of the agencies for workers and clients. Our paper considers (1) which conditions influence occupational training of temporary workers and (2) whether training contributes to the competitiveness of TWAs. ur empirical study shows that several factors increase training intensity and that training is positively related to the competitiveness of TWAs.

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Section: Einflussfaktoren Der Weiterbildung In Der Zeitarbeitunclassified

Section: Qualifikationsniveau Der Zeitarbeitnehmerunclassified

Section: Erfolgswirkung Der Weiterbildungunclassified

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Weiterbildung in der Zeitarbeit – Einflussfaktoren und Erfolg

Bouncken¹,

Fischer²,

Lehmann³

2012

German Journal of Human Resource Management: Zeitschrift für Pe

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“…According to previous studies, human resource management practices contribute to improving F&B performance including turnover rate [13,16], labor productivity [17][18][19][20], asset and equity return, and profit margin [21][22][23]. Numerous studies on the impact of human resource management on hotel performance have been conducted while, at the same time, dealing with many different industries [12,[24][25][26]. However, Cappelli and Neumark [27] stated that there is an advantage of studying within a single industry.…”

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Human Resource Management Practices on Food and Beverage Performance a Conceptual Framework for the Jordan Hotel Industry

Abukhalifeh

Som²,

Ahmad

2013

J Tourism Hospit

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IntroductionHuman resource management departments of food and beverage services are often criticized for being a cost center [1][2][3]. This criticism is raised for an unclear reason to see the results of employee management and the difficult outcomes of human resource management efforts. Human resource outcomes are generally measured with intangible factors such as employee satisfaction, customer satisfaction, and customer complaints. Therefore, the results of these measurements are often too indistinct to see the impact on the bottom line. A rapid changing business environment featuring a tight labor market, changing customer demands, and increasing competition, has been a challenge for many of today`s hotels [1,[3][4][5]. Moreover, rapidly changing technologies make it easier to share information and to replicate competitors' strategies and work practices [6][7][8][9][10]. To address these challenges, scholars and academicians have emphasized the use of competitive strategies [1,8], that account for core competencies and capabilities with human resources. The emphasis of human resources to improve food and beverage performance has become stronger [2,5], not only because they cannot be easily imitated by competitors, but because they provide an effectively fast response to market demands [11][12][13]. Furthermore, several academicians have asserted that human resource management is increasingly more important to the food and beverage service performance under such labels as, hotel capabilities, high performance work systems, process management, and high performance teams [1,14].Becker and Gerhart [15] argued that human resource management decisions influence hotel performance by either improving hotel efficiency or increasing business revenues. According to previous studies, human resource management practices contribute to improving F&B performance including turnover rate [13,16], labor productivity [17][18][19][20], asset and equity return, and profit margin [21][22][23]. Numerous studies on the impact of human resource management on hotel performance have been conducted while, at the same time, dealing with many different industries [12,[24][25][26]. However, Cappelli and Neumark [27] stated that there is an advantage of studying within a single industry. Such a limited population, they argued, ensures that a measured hotel performance is comparable across observations, that measured hotels` performance is similar across observations. Ichniowski et al. [28] supported the advantage of studying within a single industry by suggesting the measurement of hotels` performance. Human resource practices, and control variables were more precise when a study focused on a practical industry. They also added that the automatic controls for factors differ among industries. Despite the hospitality industry`s unique feature of labor intensity, only a few studies have investigated the impact of human resource practices on food and beverage performance such as decreased turnover rates, increased labor productivity, and incre...

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“…En effet, en dépit du cadre juridique existant, les travailleurs intérimaires évoluent dans une forme de précarité sociale liée aux conditions d'emploi mais aussi de représenta-tion. Ils ne bénéfi cient pas des mêmes garanties que les salariés permanents de l'entreprise en termes de salaires, de développement de carrière, de formation (MITLACHER, 2006). Ils peuvent exercer leur droit de représentation au niveau de l'entreprise de travail temporaire, mais l'exercice de ce droit est soumis à des conditions d'ancienneté qui ne sont pas toujours compatibles avec la nature temporaire de leur activité (3) (STORRIE, 2002).…”

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