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Temporary workers Managing the problem of unscheduled turnover

Temporary workers Managing the problem of unscheduled turnover Increasing numbers of firms are turning to the temporary labor market in an attempt to enhance their competitiveness in the global market. Those firms differ widely in their approaches to human resource management in terms of training, orientation, socialization and integration of temporary workers. This paper suggests several factors associated with the management of temporary workers that may lead to higher than necessary rates of departure prior to contract end dates. These factors include inadequate socialization, perceptions of injustice, exclusion from decision‐making, expectations for permanent work, lower age and tenure, lower tolerance for inequity, low levels of commitment, and limited motivation. Implications for client firms are discussed, with an emphasis on the development of comprehensive HRM systems that address the factors identified, and directions for future research are suggested. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Management Decision Emerald Publishing

Temporary workers Managing the problem of unscheduled turnover

Management Decision , Volume 42 (8): 11 – Sep 1, 2004

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Publisher
Emerald Publishing
Copyright
Copyright © 2004 Emerald Group Publishing Limited. All rights reserved.
ISSN
0025-1747
DOI
10.1108/00251740410555452
Publisher site
See Article on Publisher Site

Abstract

Increasing numbers of firms are turning to the temporary labor market in an attempt to enhance their competitiveness in the global market. Those firms differ widely in their approaches to human resource management in terms of training, orientation, socialization and integration of temporary workers. This paper suggests several factors associated with the management of temporary workers that may lead to higher than necessary rates of departure prior to contract end dates. These factors include inadequate socialization, perceptions of injustice, exclusion from decision‐making, expectations for permanent work, lower age and tenure, lower tolerance for inequity, low levels of commitment, and limited motivation. Implications for client firms are discussed, with an emphasis on the development of comprehensive HRM systems that address the factors identified, and directions for future research are suggested.

Journal

Management DecisionEmerald Publishing

Published: Sep 1, 2004

Keywords: Temporary workers; Human resource management; Employee turnover

References

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