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Contingent workers and competitive position : = The effect of contingent worker use on organizational performance.

Record Type:	Language materials, manuscript : Monograph/item
Title/Author:	Contingent workers and competitive position :/
Reminder of title:	The effect of contingent worker use on organizational performance.
Author:	Stickney, Lisa T.
Description:	1 online resource (147 pages)
Notes:	Source: Dissertation Abstracts International, Volume: 69-08, Section: A, page: 3222.
Contained By:	Dissertation Abstracts International69-08A.
Subject:	Management. -
Online resource:	click for full text (PQDT)
ISBN:	9780549775829

Contingent workers and competitive position : = The effect of contingent worker use on organizational performance.
Stickney, Lisa T.

Contingent workers and competitive position :The effect of contingent worker use on organizational performance. - 1 online resource (147 pages)

Source: Dissertation Abstracts International, Volume: 69-08, Section: A, page: 3222.

Thesis (Ph.D.)--Temple University, 2008.

Includes bibliographical references

The use of contingent work arrangements has increased substantially over the past 25 years, as has the literature in this domain. However, extant research on contingent workers looks almost exclusively at individual level outcomes. There is a dearth of research exploring organizational level outcomes and contingent worker use. This dissertation addresses this gap by examining the impact of contingent worker use on organizational performance. It uses a strategic framework to develop and test The Organizational Outcome Model of Contingent Worker Use (OOM). Using data nationally representative of U.S organizations, this study represents the first large-scale empirical test of the effect of contingent worker use on organizational performance.

Electronic reproduction.
Ann Arbor, Mich. :
ProQuest,
2018

Mode of access: World Wide Web

ISBN: 9780549775829Subjects--Topical Terms:

558618
Management.
Index Terms--Genre/Form:

554714
Electronic books.

Contingent workers and competitive position : = The effect of contingent worker use on organizational performance.
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100 1 $a Stickney, Lisa T. $3 1190827
245 1 0 $a Contingent workers and competitive position : $b The effect of contingent worker use on organizational performance.
264 0 $c 2008
300 $a 1 online resource (147 pages)
336 $a text $b txt $2 rdacontent
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500 $a Source: Dissertation Abstracts International, Volume: 69-08, Section: A, page: 3222.
500 $a Adviser: John R. Deckop.
502 $a Thesis (Ph.D.)--Temple University, 2008.
504 $a Includes bibliographical references
520 $a The use of contingent work arrangements has increased substantially over the past 25 years, as has the literature in this domain. However, extant research on contingent workers looks almost exclusively at individual level outcomes. There is a dearth of research exploring organizational level outcomes and contingent worker use. This dissertation addresses this gap by examining the impact of contingent worker use on organizational performance. It uses a strategic framework to develop and test The Organizational Outcome Model of Contingent Worker Use (OOM). Using data nationally representative of U.S organizations, this study represents the first large-scale empirical test of the effect of contingent worker use on organizational performance.
520 $a The Model posits that organizations' perceptions of contingent workers are reflected in their practices employing contingent workers and those practices are likely to affect the organizations' competitive position. Also, the model proposes that the relationship between organizational practices and outcomes are moderated by the functional use of the workers. The relationship between the practice and the outcome is expected to be stronger when contingent workers are employed in high importance areas (core and high-skill jobs) than when contingent workers are employed in lower importance areas (non-core and lower level jobs).
520 $a Results from the analyses provide limited support for OOM. As predicted, the positive-perception practice of making decisions to employ subcontractors at higher administrative levels was associated with higher organizational performance. In addition, higher performance was found when decisions to employ temporary workers for use in non-core areas were made at higher organizational levels, and when contingent workers employed for purposes of cost containment were utilized in non-core areas or in fewer high-skill jobs. Contrary to expectations, at higher levels of contingent worker use, core and high-skilled job use predicted superior performance. Similarly, at low levels of contingent worker use, core and high-skill job use were predictive of poorer performance. Collectively, these results support OOM's assertions that functional use of contingent workers can impact organizational performance. This dissertation concludes with a discussion of implications for researchers and organizations employing contingent workers.
533 $a Electronic reproduction. $b Ann Arbor, Mich. : $c ProQuest, $d 2018
538 $a Mode of access: World Wide Web
650 4 $a Management. $3 558618
655 7 $a Electronic books. $2 local $3 554714
690 $a 0454
710 2 $a ProQuest Information and Learning Co. $3 1178819
710 2 $a Temple University. $3 1182098
773 0 $t Dissertation Abstracts International $g 69-08A.
856 4 0 $u http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=3326381 $z click for full text (PQDT)