Search results

This study aims to examine issues of talent management (TM) in events. Specifically, it investigates the triangular relationship that exists amongst temporary event workforces, event employment businesses (EEBs) and event organisers (EOs).

A mixed method design was used including a quantitative survey of UK temporary event workers (TEW) to examine their characteristics and motivations to work at events; a qualitative survey with (EOs) to understand the reasons for using TEW and (EEBs) and interviews with EEBs to understand their challenges in delivering best-fit between TEW and EOs.

This study sheds light on the complex relationships amongst temporary event workforces, EOs and event employment businesses. Findings show TEW who display high levels of affective commitment towards their employment organisation and possess the characteristics of extraversion and contentiousness, are highly motivated to work at events. EOs suggest their operational restrictions (such as limited resources, time and expertise) are fuelling the need to use EEBs to source staff with the right skills and attitudes. In turn, these recruiters demonstrate they play an active role in reconciling the often-conflicting needs of EOs and TEW.

This study extends knowledge and understanding on TM in events by providing insights into the characteristics of TEW as a growing labour market segment in the event sector. Significantly, the study contributes to a better understanding of the critical role that EEBs play in the construction, development and management of talent in events.

Temporary employment, colloquially referred to as temping, is relatively new to New Zealand. Research is divided as to where the benefits of temporary employment lie – with the agencies, the employers, or the “temps” themselves. We review the literature on temporary employment, with particular reference to New Zealand. We also present some findings of a New Zealand survey of agency‐employed temps. We present the demographic profile of this population group, their reasons for engaging in temporary employment, and their preferred type of employment. Most temporary employees in this study preferred permanent work, and undertook temporary work as a step towards more permanent employment. We discuss the implications of the research findings for organisations that are increasingly being faced with issues surrounding the management of temporary employees.

Temporary labor is a widespread phenomenon in the workforce. Motivating the temporary worker (temp) requires a different framework than managing the permanent workforce. This issue appears to have received only scant attention and, paradoxically, applies to 90 percent of all private employers. We have reviewed the issues that surround the motivation of temps and have suggested a research framework and some research issues which may be used to help us gain some insight into this process.

The purpose of this research is to examine the causes and consequences of permanent employees' perceptions that temporary employees are a threat to their job security.

The underlying theme of the current research is that an important reason why temporary employees can disrupt the work environment is that permanent workers can perceive them as threatening. A survey of permanent (n=99) and temporary employees (n=62) was used to test hypotheses. Multiple sources were used to assess permanent employees' treatment of their temporary co‐workers.

Permanent employees felt more threatened when they perceived the layoff policy and motives for using temporary workers as inappropriate, and when the position of temporary employees was equal to or above their own rank. The relationship between these feelings of threat and their behavior toward the temporary employees was moderated by temporary employee type. Specifically, permanent employees who did not feel threatened treated involuntary temporary employees better, but permanent employees who felt threatened treated voluntary temporary employees better.

The sampling procedure limits the generalizability of the findings.

This paper helps illuminate the dynamics between temporary and permanent workers to enable organizations to decide when temporary employees will be helpful and when they will be harmful. The results provide specific recommendations for when different types of temporary employees should be used.

This paper applies psychological and organizational theories to the workplace to uncover when blended workforces are likely to be problematic.

This paper explores the ramifications of information technology on the global workforce and impact of technology on the world economy. The paper discusses complex issues facing the governments, societies, and business corporations such as changing job contents, global unemployment, and transition from human workers to machines. In conclusion, the replacement of workers by machines is going to force every nation to rethink the role of technology in everyday life in the twenty‐first century.

This paper aims to offer a typology of temporary workers, based on their motives for accepting their work arrangement, which includes voluntary, involuntary and stepping‐stone motives, and relate this typology to various individual and work‐related variables.

Latent class analysis of 645 European workers was used to construct a typology of temporary workers. Variation of individual and work‐related variables between types of temporary workers was analyzed using ANOVA.

The analyses suggest that there are three types of workers: involuntary temporary workers highlight the involuntary motive and the stepping‐stone motive; the stepping‐stone type stresses the stepping‐stone motive only, and the non‐involuntary group disagrees with all three motives. Moreover, the groups differed significantly on important work‐related variables such as occupational position, tenure, employability, and work‐involvement. However, differences in individual variables were limited.

The research puts forward a more complex typology of temporary workers than is usually suggested. Moreover, the study shows a non‐involuntary group for which temporary employment can become a trap, and hence these workers should be targeted by future policy and interventions.

The research offers a typology of temporary workers, which is founded on motivation theory, and existing research on motives for accepting temporary employment.

This paper demystifies the fluid workforce phenomenon increasingly discussed in the circles of organizational innovators and explores the characteristic aspects of the fluid workforce in the healthcare sector.

We analyze the concept and provide a generic review of definitions of a fluid workforce in relation to other similar concepts established in the academic and practitioner literature, contextualize the fluid workforce phenomenon in healthcare and distinguish relevant drivers and categories of fluid workers in this sector. We also discuss the implications of a fluid workforce for healthcare organizations, drawing on the health labor market and human resource management (HRM) practices frameworks.

The fluid workforce in healthcare is not new. Today’s main novelties are related to the wide diversity of types of fluid workforce that have emerged, the expanding scale of diffusion of the fluid workforce and the emergence of digital technologies to support HRM decisions. While a fluid workforce may provide solutions to address mismatches in the supply and demand of health workers, it can also worsen working conditions, increase dual practice and have implications for existing HRM practices.

We disentangle a novel term for the public sector, healthcare and HRM literature. We discern similarities and distinctions, presenting a framework for managing and analyzing this workforce at organizational and labor market levels in the healthcare sector. Acknowledging the challenges in estimating the existing fluid workforce labor market size, we offer practical methodologies to empirically estimate its prevalence within the healthcare industry and build an agenda for future research.

Organizational staffing strategies are turning increasingly to workers removed from the core workforce, a practice known as externalization. Our survey of 153 growing firms examined environmental and organizational predictors of three forms of externalization: part‐time workers, temporary workers, and work‐at‐home arrangements. The results indicated that firms externalize in response to labor market conditions, although the predictive role of labor market forces varied across externalization forms. Various employee‐centered human resource management policies were associated with externalization practices, and there was evidence that internal labor market policies are negatively associated with externalization. Findings are discussed in terms of externalization strategies and implications for future research.

Looks at the 2000 Employment Research Unit Annual Conference held at the University of Cardiff in Wales on 6/7 September 2000. Spotlights the 76 or so presentations within and shows that these are in many, differing, areas across management research from: retail finance; precarious jobs and decisions; methodological lessons from feminism; call centre experience and disability discrimination. These and all points east and west are covered and laid out in a simple, abstract style, including, where applicable, references, endnotes and bibliography in an easy‐to‐follow manner. Summarizes each paper and also gives conclusions where needed, in a comfortable modern format.

The purpose of this paper is to investigate the kinds of effects that using a temporary agency workforce may cause on an organisational level, especially on relations between employees. In this study the authors explore the organisation as a community, leaning on the theory of social capital.

The data were gathered via semi-structured interviews with 18 temporary agency workers and five employees in permanent positions. Discourse analysis with some degree of pragmatism was employed in comprehending the speech of the interviewees.

The position of agency workers may be problematic from the perspective of social capital formulation in a work organisation. The short duration of contracts and different conditions of employment shake relations in a work group. Agency workers may also be outside the information flows. Additionally the norms and rules may be different for temporary and permanent employees and thus cause confusion.

The findings will hopefully provoke researchers to investigate the effects of using a temporary agency workforce in different organisational contexts. In addition, the study indicates that the theory of social capital is fruitful for investigating the topic on the organisational level.

The use of agency workforce should be considered comprehensively in organisations. Its effects on work organisations may be conflicting. If temporary agency workers are needed as interim help, HRM practices should be developed in order to minimise the potential problems in terms of social capital.

The study adopted an organisational perspective on the agency workforce, which is still rare in studies on the topic.