The use of flexible employment arrangements: some new evidence from Greek firms

Voudouris, Irini

doi:10.1080/0958519032000157384

Cited by 32 publications

(38 citation statements)

References 18 publications

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“…If agency workers have lower levels of organizational commitment then the findings of Gardner and Jackson (1996), McClurg (1999) and Smith (1998) that agency workers have similar if not higher levels of organizational commitment than permanent workers can be explained by suggesting that the permanent workers measured in these studies were somehow influenced by the presence of temporary workers (Voudouris, 2004). As a result, permanent workers come to have a level of organizational commitment that is comparable to the level of organizational commitment in agency workers.…”

Section: Job Satisfaction Organizational Commitment and Worker Relamentioning

confidence: 88%

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Relations, commitment and satisfaction in agency workers and permanent workers

Biggs

Swailes

2006

Employee Relations

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Purpose -To investigate the level of organizational commitment in agency workers compared with permanent workers by taking into account relations between the two groups. Design/methodology/approach -A mixed methods design was employed comprising of a quantitative survey of 157 call centre workers followed by 29 qualitative interviews with permanent workers, agency workers and employers. Findings -Agency workers had a significantly lower level of organizational commitment compared with permanent workers once the relation between agency and permanent workers was controlled. Significant correlations were found within the sample between organizational commitment, being valued and job satisfaction further supported by a hierarchical multiple linear regression. Research limitations/implications -As with all cross-sectional research causality cannot be confirmed and difficulty accessing call centre workers led to a restricted sample size. The measurement of worker relations needs developing. Further research is proposed to address these limitations and extend the findings. Practical implications -The implication for human resource management is that employers must be aware of the possible adverse influence that agency workers may have on permanent workers and as such try to incorporate agency workers within the organization to support their commitment. Originality/value -Previous studies have found inconsistent variations in the relative organizational commitment of permanent and temporary employees; a counter-intuitive finding given the precarious employment contract held by temporary workers. This study casts light on these results by controlling for the relation between agency workers and permanent workers.

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Section: Job Satisfaction Organizational Commitment and Worker Relamentioning

confidence: 88%

“…Agency workers are big business, indeed, the turnover of UK employment agencies supplying agency workers was £22.8 billion in 2003/2004(REC, 2005. Agency workers are classified as temporary workers as their tenure within a company is for a limited period of time.…”

Section: Introductionmentioning

confidence: 99%

Relations, commitment and satisfaction in agency workers and permanent workers

Biggs

Swailes

2006

Employee Relations

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“…Concerning the former, there has been an exclusive reliance on surveys as the main source of information on labour flexibility and its associated practices or relationships with, among others, national culture, outsourcing, downsizing or deregulation of the labour market (e.g. Buultjens and Howard, 2001;Voudouris, 2004;Black, 1999;Littler and Innes, 2003;Harrison and Kelly, 1993). The surveybased (quantitative) methods, however, appear to be poorly suited to collect data which would allow conclusions about the actual adoption of flexibility and its implications for flexible workers.…”

Section: Introductionmentioning

confidence: 97%

What is happening to flexible workers in the supply chain partnerships between hotel housekeeping departments and their partner employment agencies?

Soltani

Wilkinson

2010

International Journal of Hospitality Management

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“…Nevertheless, in the UK the reduction of wage and non-wage costs have not been cited as a primary reason for using temporary workers (Atkinson et al, 1996;McGregor and Sproull, 1992). In other European countries, such as Greece, it was also found that costs failed to predict the use of temporary workers (Voudouris, 2004). Kandel and Pearson (2001) suggested that temporary workers may actually be more expensive to an organisation due to increased marginal costs.…”

Section: Implications Of Using Temporary Workersmentioning

confidence: 99%

The changing world of the temporary worker: the potential HR impact of legislation

2006

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DisclaimerThe University of Gloucestershire has obtained warranties from all depositors as to their title in the material deposited and as to their right to deposit such material.The University of Gloucestershire makes no representation or warranties of commercial utility, title, or fitness for a particular purpose or any other warranty, express or implied in respect of any material deposited.The University of Gloucestershire makes no representation that the use of the materials will not infringe any patent, copyright, trademark or other property or proprietary rights.The University of Gloucestershire accepts no liability for any infringement of intellectual property rights in any material deposited but will remove such material from public view pending investigation in the event of an allegation of any such infringement. We recommend you cite the published (post-print) version.The URL for the published version is http://dx.doi.org/10.1108/00483480610645821 DisclaimerThe University of Gloucestershire has obtained warranties from all depositors as to their title in the material deposited and as to their right to deposit such material.The University of Gloucestershire makes no representation or warranties of commercial utility, title, or fitness for a particular purpose or any other warranty, express or implied in respect of any material deposited.The University of Gloucestershire makes no representation that the use of the materials will not infringe any patent, copyright, trademark or other property or proprietary rights.The University of Gloucestershire accepts no liability for any infringement of intellectual property rights in any material deposited but will remove such material from public view pending investigation in the event of an allegation of any such infringement. PLEASE SCROLL DOWN FOR TEXT. FindingsAnalysis of data demonstrated firstly, that the utilisation of temporary workers had declined in the labour force: Temporary workers had decreased in real terms by 24 per cent and agency workers who were less regulated by only 11 per cent. Secondly, an increased take-up of permanent work by temporary workers was found post-legislation (27%) compared with pre-legislation (22%). Research limitations/implications (if applicable)Some limitations exist in the study using National Statistics and qualitative data to analyse labour force dynamics. Further research is warranted in this area investigating how strategic decisions in utilising temporary workers are formed and how recent legislation has influenced these policies. Practical implications (if applicable)Changes in temporary worker legislation have direct consequences to the labour force. What is original/value of paperThe paper reveals the decline of temporary workers in the labour force 2 between 1997 and 2003 and examines specific legislation, which may have influenced this phenomenon.

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The use of flexible employment arrangements: some new evidence from Greek firms

Cited by 32 publications

References 18 publications

Relations, commitment and satisfaction in agency workers and permanent workers

Relations, commitment and satisfaction in agency workers and permanent workers

What is happening to flexible workers in the supply chain partnerships between hotel housekeeping departments and their partner employment agencies?

The changing world of the temporary worker: the potential HR impact of legislation

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