The contingent workforce: A typology and test

Hwee Hoon Tan, Purdue University

Abstract

This study developed and tested a typology of contingent workers. It argued that contingent workers are not homogeneous and vary in their psychology of work. A review of the literature theorized five main distinctions to affect the psychology of work of contingent workers: the employee/non-employee dimension, the permanent/temporary dimension, the part-time/full-time dimension, the high control/low control dimension and the voluntary/involuntary dimension. Two different organizations that use contingent workers were studied and the results supported the typology in its impact on the attitudinal and behavioral variables of contingent workers. In particular, despite the growing view that contingent workers can be as motivated and effective as full-time permanent workers, this study found results to the contrary. It is a timely reminder to the growing trend of using contingent workers as substitutes for many functions in the organization, and recently, for core functions in the organization. This study provided evidence that contingent workers are indeed different from permanent, full-time workers and a more thorough understanding of their psychology of work is needed.

Degree

Ph.D.

Advisors

Schoorman, Purdue University.

Subject Area

Management|Occupational psychology

COinS