Suchergebnisse

Purpose– The purpose of this paper is to investigate how temporary agency workers' job attitudes are influenced by the fulfilment of the psychological contract; a set of employees' expectations, formed with the temporary work agency and its client: the host organisation.Design/methodology/approach– The paper estimated moderated regressions with data collected through an online survey of 352 temporary agency workers employed by a large temporary work agency in Switzerland.Findings– Results suggest that temporary agency workers' job satisfaction, commitment towards the host organisation, and intentions to stay with the temporary work agency relate positively to the fulfilment of the psychological contract by both organisations. Additionally, reported spill-over-effects imply that the fulfilment of the psychological contract by one organisation moderates job attitudes towards the other organisations.Research limitations/implications– Results of the explorative study reveal that future research should consider the interrelated nature of psychological contracts in working arrangements when multiple employers are involved. However, for more generalisable results, a greater international sample, including different temporary work agencies, would be favourable.Practical implications– Findings will help temporary work agencies to better understand how they rely on host organisations to fulfil the temporary agency workers' psychological contract to attract and retain temporary agency workers.Originality/value– This paper contributes to the literature in the understudied field of non-traditional work arrangements as one of the few to examine these spill-over-effects both empirically and theoretically.

Due to external pressures organizations are confronted with the need to increase pay transparency and communication. However, there is limited research that has looked at when organizations are more likely to open up about pay. This study explores whether organizations report different levels of pay transparency depending on the characteristics of their variable pay systems. Using data from HR professionals at 400 organizations collected in a multi-country study, we investigated how proportion of variable pay, existence of group-level variable pay and use of objective and absolute performance criteria are associated with procedural variable pay transparency (i.e., transparency about how pay is determined), distributive variable pay transparency (i.e., transparency about actual pay levels) and variable pay communication restriction (i.e., discouraging employees from discussing pay among themselves). Overall, our results point to both external factors (i.e., country) and internal factors (i.e., variable pay system characteristics) that are associated with variable pay transparency.