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PurposeThe purpose of this paper is to examine the relationship between task variety and counterproductive work behavior (CWB) and the relationship between change in task variety and change in CWB. CWB is proposed as being a behavior that serves as an outlet by which employees can express displeasure and acts as a substitute for a lack of interest when task variety is low.Design/methodology/approachThis study analyzed survey data that were collected at two points in time (T1 and T2) from 515 employees with different occupations working in Switzerland.FindingsTask variety at T1 negatively related to organizational CWB (CWB-O) at T2 and interpersonal CWB (CWB-I) at T2. Task variety at T1 was also related to a change in CWB-O and a change in CWB-I. However, change in task variety showed a non-significant relationship to change in CWB-O and change in CWB-I.Research limitations/implicationsResults indicated that employees tend to respond with CWB when task variety is permanently low and that CWB may even increase over time. Further studies that examine the dynamics between task variety and CWB are therefore recommended.Practical implicationsFindings inform the practice on the potentially harmful effects of unstimulating work designs and therefore have implications for how to better prevent CWB.Originality/valueThe two-wave data collection allowed for differentiation between the effect of the baseline level of task variety at T1 on CWB at T2 and the effect of a change in task variety on a change in CWB.

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.