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PurposeThe purpose of this paper is to analyze the role of training to explain affective commitment and exhaustion of temporary agency workers (TAW). There is a general assumption that training relates with a social exchange relationship where employees exchange positive outcomes, not only with inducements received by training but also with the expectation of prospective inducements that will emerge from the fulfilment of promises made by the organization.Design/methodology/approachThe hypotheses were tested on a sample of 393 Portuguese blue‐collar TAW using structural equation modeling.FindingsThe hypotheses were supported. Training was positively related to workers' affective commitment and negatively to workers' exhaustion. Psychological contract fulfilment partially mediated these relationships.Research limitations/implicationsThe study is limited due to the nature of the sample (TAW in industrial sector with similar training opportunities as permanent workers) and the lack of longitudinal design. Neither does it provide implications for other types of commitment that may be relevant for TAW (continuance commitment, for example).Practical implicationsAn important implication of this research is that employers should not assume that training is an investment without return from TAW. Developmental opportunities, while important to all employees, were positively related to TAW' affective commitment towards the organization and negatively to TAW' exhaustion.Originality/valueThe findings highlighted the importance of training in developing positive employment relationships with TAW and the role of psychological contract fulfilment as a mechanism that contributes to explain such relationship.

The present study aims to test (1) the main effects of job demands and control on burnout and (2) the contribution of burnout to explaining variance in job performance, namely in-role performance and service-oriented organizational citizenship behaviour (service-OCB). The hypotheses were tested in a three-wave study among a sample of 94 Portuguese salespeople. The results provided partial evidence for the main cross-sectional effects of demands and control on burnout, but they did not provide evidence of carry-over effects six months later. Exhaustion was found to reduce extra-role performance over a six-month period.

AbstractThe positive impact of corporate social responsibility (CSR) practices has been recognized over the past years. Recently, research has looked into the impact of CSR practices on employee behavior demonstrating positive results. Drawing from a sample of 190 supervisor‐subordinate dyads, we studied the relationship between perceived CSR practices (external and internal) and employee performance (supervisor‐rated) and two mechanisms that explain this relationship. Specifically, we studied if this relationship was mediated by employees' job satisfaction and affective commitment. Results indicate that there is a direct link between perceptions of external CSR and performance and that job satisfaction partially mediates this relationship. Also, perceptions of internal CSR are related to higher performance via job satisfaction, supporting full mediation. On the other hand, although both internal and external CSR were related to affective commitment, affective commitment did not act as a mediator for the CSR‐performance relationship. Implications for practice and limitations of this study conclude the article.

PurposeTalent management is a twenty-first-century concern. Attracting talented individuals to organizations is an important source for firm competitive advantage. Building on signaling theory, this paper proposes that corporate social responsibility (CSR) can be an important tool for talent recruitment.Design/methodology/approachAcross two studies, this paper found support for this hypothesized relationship. In Study 1, a job advertisement was manipulated to include information about CSR and tested it in two groups of 120 master's degree students who would be in the job market within the year. It was found that CSR was an important factor that increased organizational attractiveness. In Study 2, with 532 external talented stakeholders of 16 organizations, our findings were replicated and advanced by testing whether perceptions of CSR practices (internal and external) influenced perceptions of organizational attractiveness and if this relationship was mediated by organizational reputation.FindingsThis study found that perceptions of internal CSR practices were directly related to both organizational attractiveness and firm reputation. However, perceptions of external CSR practices were related only to organizational attractiveness through organizational reputation.Research limitations/implicationsThe article's one of the main limitations has to do with generalizability of the results and the potential common method variance bias.Practical implicationsThe findings demonstrate that CSR can play an effective role in attracting potential employees, through enhancement of organizational reputation and organizational attractiveness. If organizations are willing to implement practices that protect and develop their employees, along with practices that improve the quality of the natural environment and the well-being of the society, they can become an employer-of-choice.Originality/valueThis study expands on previous studies by including an experimental design, including two types of CSR practices and a mediating variable in this field study.

Grounded in self-determination theory (SDT), this research builds a motivation profile typology of contingent workers in the contact center industry, compares outsourcer (OW) and temporary agency workers' (TAW) profiles, and differentiates their human resources practices (HRP) perceptions and affective commitment. The hypotheses were tested in a sample of 2078 Portuguese contingent workers, through several statistical procedures, including latent profile analysis. Six profiles were identified. As expected, OW were mostly in the more intrinsic profiles, whereas TAW were in the more extrinsic ones. However, the contingent employment format did not moderate the relationship between motivation, HRP perceptions, and affective commitment.

The aim of this study is to compare the employment relationship of temporary agency and permanent workers in two different sectors analyzing the relationship between human resource practices systems and workers' affective commitment and the mediating role of work engagement. The hypotheses were tested with multiple group analysis on two samples: from a call center and from two industrial companies. Results confirm that in both the temporary agency and the permanent subsamples in the two sectors workers' perception of the human resource practices system relates positively with affective commitment toward the organization, and work engagement partially mediates this relationship. Moreover, the study confirms that the relationship between workers' perception of the human resource practices system and affective commitment was stronger for temporary agency than for permanent workers. However, this moderation occurred only in the manufacturing sector. Contrarily, the relationship between workers' perception of the human resource practices system and engagement was stronger for permanent workers than for temporary agency workers (TAWs) in this sector and the relationship between this psychological state and affective commitment was also stronger for permanent than for TAWs, in both sectors (call center and manufacturing).

Esta investigação pretende validar e adaptar uma medida de gestão de desempenho em Portugal. Participaram do estudo 1.815 indivíduos. Foram demonstradas propriedades psicométricas estáveis e adequadas (validade fatorial, consistência interna e validade convergente). A medida é composto de 28 itens, divididos por cinco fatores (relação supervisor-colaborador, resultados, feedback desfavorável, feedback favorável e documentos) e cotados numa escala de Likert de 5 pontos (diferente da estrutura encontrada pelos autores originais). Além disso, procedeu-se à análise da relação entre esta medida e a reação ao feedback. Verificou-se uma correlação positiva entre as subdimensões desta escala e da reação ao feedback. Conclui-se que essa escala é uma mais-valia, pois permite uma perspectiva multidimensional da gestão de desempenho, ou seja, a análise dos resultados consequentes da avaliação e do fornecimento de dados preciosos sobre a comunicação desses resultados aos colaboradores.

This article presents the psychometric properties of the Job Descriptive Index (JDI) and Job in General (JIG) instruments with a Portuguese representative sample of military sergeants and officers. Demographic correlates of job satisfaction are also investigated. The sample consists of 413 sergeants and 362 officers in different hierarchical positions, who equally perform different functions. The results show high internal consistency coefficients for the scores on the JDI and JIG subscales, ranging from .76 to .92. The data support a 6-factor structure of job satisfaction. The results offer empirical support for the Portuguese adaptation of the JDI and JIG scales with these militaries. Pay and promotion opportunities emerge as the job satisfaction dimensions more related to the demographic variables.