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Motivating the Contingent

Motivating the Contingent. Why increase in use of such workers?. Allows employers greater flexibility Entails less commitment on part of employer Costs less than permanent worker Permits employer to adapt to uncertainty and fluctuations in work loads and needs.

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Motivating the Contingent

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  1. Motivating the Contingent

  2. Why increase in use of such workers? • Allows employers greater flexibility • Entails less commitment on part of employer • Costs less than permanent worker • Permits employer to adapt to uncertainty and fluctuations in work loads and needs

  3. Basic aspects of contingent jobs: • No benefits (e.g., health care, retirement) • Limited-term employment • Hourly wage (usually not salaried)

  4. Consideration: • How does the contingent status of employees change the nature of the relationship that usually exists between an organization and its work force?

  5. Three basic types of contingent worker “By Choice” contingent worker “By Necessity” contingent worker “Stepping Stone” contingent worker

  6. Basic types of contingent worker “By Choice” contingent worker What prompts this employment decision?

  7. Basic types of contingent worker “By Necessity” contingent worker What prompts this employment decision?

  8. Basic types of contingent worker “Stepping Stone” contingent worker What prompts this employment decision?

  9. Use of contingent workers creates a unique set of motivational problems • Self-Determination Theory of motivation ~ employees will be more motivated to the extent that they feel they have a sense of determination over their fate ~ employees will be motivated to the extent that they feel they are in their employment situation by choice

  10. Contrast • ‘By-Choice’ workers: • More positive affect for company • Greater sense of equity • Greater satisfaction • Pay • Supervisor • Work itself • Life situation • ‘By-Necessity’workers: • More negative affect for company • Less sense of equity • Lower satisfaction • Pay • Supervisor • Co-workers • Work itself • Life situation

  11. KEY CONCERNS of contingent workers [1]Dehumanizing and impersonal treatment [2] Insecurity about employment and pessimism about their future [3] Lack of clarity about their assignment [4] Lack of ‘connection’ with other employees [5] Lack of legal protection afforded regular employees

  12. Motivation practices for contingent workers • Be clear about nature of job and long-term prospects • Provide adequate training and job orientation • Ensure fair and respectful treatment of workers • Take steps to try to include workers as part of the team, where feasible (balance with implications of contingent worker being short-term) • Look for areas of potential motivation that extend beyond extrinsic factors

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