NLRB Preparing to Put Permanent and Contingent Employees in Same Units

2015 ◽  
Vol 38 (12) ◽  
pp. 2-8
Keyword(s):  
Contingent Employees

scholarly journals The Interplay among Age and Employment Status on the Perceptions of Psychosocial Risk Factors at Work

2020 ◽  
Vol 17 (10) ◽  
pp. 3611 ◽  
Author(s):  
Valerio Ghezzi ◽  
Tahira M. Probst ◽  
Laura Petitta ◽  
Valeria Ciampa ◽  
Matteo Ronchetti ◽  
...  
Keyword(s):  
Risk Factors ◽  
Employment Status ◽  
Psychosocial Risk Factors ◽  
Psychosocial Risk ◽  
Computer Assisted ◽  
Conservation Of Resources ◽  
Work Related ◽  
Nationally Representative ◽  
Contingent Employees ◽  
Work Contract

While the role of individual differences in shaping primary appraisals of psychosocial working conditions has been well investigated, less is known about how objective characteristics of the employee profile (e.g., age) are associated with different perceptions of psychosocial risk factors. Moreover, previous research on the link between employment status (i.e., work contract) and such perceptions has provided mixed results, leading to contradictory conclusions. The present study was conducted on a nationally representative sample of theItalian employed workforce surveyed with computer-assisted telephone interviewing (CATI) methodology. The principal aim of the study is to bridge this gap in the extant literature by investigating the interplay between two key characteristics of the employee profile (i.e., age and work contract) in shaping employees’ perceptions of psychosocial risk factors. Given the disparate literature scenario on the interplay between age and employment status in shaping primary appraisals of psychosocial stressors, we formulated and compared multiple competitive informative hypotheses. Consistent with the principles of the conservation of resources (COR) theory, we found that older contingent employees reported a higher level of psychosocial risk than their permanent peers who, in turn, were more vulnerable than middle-aged and younger workers (regardless of their employment status). These results highlight the importance of simultaneously assessing multipleobjective variables of the employee profile (i.e., age and employment status) which may act to shape subjective perceptions of psychosocial risk factors for work-related stress. Given our findings, employers and policy makers should consider older contingent employees as one of the workforce sub-populationsmost vulnerable to negative work environments.

Organizational Citizenship Behavior

2015 ◽  
pp. 1207-1228
Author(s):  
Francesca Di Virgilio ◽  
Angelo Presenza ◽  
Lorn R. Sheehan
Keyword(s):  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Helping Behavior ◽  
Citizenship Behavior ◽  
Frontline Employees ◽  
Voice Behavior ◽  
Talented People ◽  
Contingent Employees ◽  
Permanent Employees ◽  
Hotel Managers

This chapter analyzes organizational citizenship behavior of permanent versus contingent employees in the Italian hospitality industry. The empirical data were derived from a questionnaire survey conducted in three regions of Southern Italy. Survey respondents were 848 frontline employees from 63 hotels. Findings show that contingent employees exhibited less helping behavior than permanent employees but no difference in their voice behavior. In addition, work status was found to make more of a difference in both helping and voice in less work centrality organizations. Hotel managers are encouraged to focus attention on individual behavior that is discretionary, not directly or explicitly recognized by the formal reward system, and that in the aggregate promotes the effective functioning of the organization. Particularly in Italy, it would be advantageous to develop retention strategies for talented people that exhibit a high degree of organizational citizenship behavior.

Boundaryless and traditional contingent employees: worlds apart

2002 ◽  
Vol 23 (4) ◽  
pp. 425-453 ◽  
Author(s):  
Janet H. Marler ◽  
Melissa Woodard Barringer ◽  
George T. Milkovich
Keyword(s):  
Contingent Employees

Organizational Citizenship Behavior

2015 ◽  
pp. 163-184
Author(s):  
Francesca Di Virgilio ◽  
Angelo Presenza ◽  
Lorn R. Sheehan
Keyword(s):  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Helping Behavior ◽  
Citizenship Behavior ◽  
Frontline Employees ◽  
Voice Behavior ◽  
Talented People ◽  
Contingent Employees ◽  
Permanent Employees ◽  
Hotel Managers

This chapter analyzes organizational citizenship behavior of permanent versus contingent employees in the Italian hospitality industry. The empirical data were derived from a questionnaire survey conducted in three regions of Southern Italy. Survey respondents were 848 frontline employees from 63 hotels. Findings show that contingent employees exhibited less helping behavior than permanent employees but no difference in their voice behavior. In addition, work status was found to make more of a difference in both helping and voice in less work centrality organizations. Hotel managers are encouraged to focus attention on individual behavior that is discretionary, not directly or explicitly recognized by the formal reward system, and that in the aggregate promotes the effective functioning of the organization. Particularly in Italy, it would be advantageous to develop retention strategies for talented people that exhibit a high degree of organizational citizenship behavior.

A conservation of resources study of standard and contingent employees

2017 ◽  
Vol 46 (3) ◽  
pp. 644-661 ◽  
Author(s):  
Laura Madden ◽  
Deborah Kidder ◽  
Kimberly Eddleston ◽  
Barrie Litzky ◽  
Franz Kellermanns
Keyword(s):  
Social Support ◽  
Design Methodology ◽  
Hospitality Industry ◽  
Workplace Stress ◽  
Support Networks ◽  
Conservation Of Resources ◽  
Content Type ◽  
Different Types ◽  
Research Questions ◽  
Contingent Employees

Purpose The purpose of this paper is to examine the differential effects of workplace stress and the use of social support by contingent vs standard employees. Design/methodology/approach Conservation of resources (COR) theory is used to frame research questions. Using content analysis of 40 interviews from individuals in the hospitality industry, differences between the levels of stress reported by contingent and standard employees as well as differences in their use of social support networks to offset stress is examined. Findings Contingent employees report experiencing more stress than do standard employees in the same profession. Furthermore, contingent employees seek out more social support than do standard employees. There was no difference between the two groups with respect to the desire for social support from three sources: vertical, horizontal, and customer groups. Originality/value This study extends the literature on contingent workers, the literature on how different types of employees deal with stress, as well as adding to the COR literature by showing that contingent employees experience and assuage their stress differently than do standard employees.

Friend or Foe? The effects of contingent employees on standard employees' work attitudes

2012 ◽  
Vol 23 (11) ◽  
pp. 2180-2204 ◽  
Author(s):  
Mallika Banerjee ◽  
Pamela S. Tolbert ◽  
Thomas DiCiccio
Keyword(s):  
Work Attitudes ◽  
Contingent Employees
Sign in / Sign up

Export Citation Format

Share Document