Maria José Chambel (Phd) Projevct Activities Report

Maria José Chambel TAW PROJECT - 2009-2011 — 30 November 2009 to 30 November 2011 09 The number of temporary agency workers (TAW) has increased o...
Author: Kristopher Lang
0 downloads 1 Views 714KB Size
Maria José Chambel

TAW PROJECT - 2009-2011



30 November 2009 to 30 November 2011

09

The number of temporary agency workers (TAW) has increased over recent years

-2 01

1

Introduction

20

both in the USA and in Europe and the majority of organizations are now faced with

t-

having to manage employees with this status. In Portugal, the country in which the

ep

or

project was completed, temporary agency employment has proved to be such a

es

R

growing phenomenon that the number of TAW doubled from 1998 to 2008 and

tiv

iti

penetration rates increased from 0.6% to 0.9% (CIETT, 2011). For these workers the

Ac

agency is the employer and the temp must be given a written “labor contract” but their

ev ct

work is carried out in another organization, the client company. In this country the

oj

duration of the contract can vary and may be renewed but may not exceed a maximum



Pr

of two years. When a mission with a client company has ended the agency can place

d)

the worker with another client, however, when this is not possible, workers become

be l(

Ph

unemployed with no entitlement to social security benefits. At the same time, by law, workers are expected to be treated equally at the client organization as far as working

ha

m

hours and protection against accidents at work are concerned.



C

Temporary agency work is associated with more flexibility, lower labor costs, and

Jo

less HR manager (and company) responsibilities since temp agencies appear to reduce



©



M

ar

ia

the time that has to be invested in recruitment and rewards (Torka, 2004). One important question is to ascertain whether these short-term benefits for organizations using TAW may bring the risk of long-term costs, namely poor worker attitudes, wellbeing and behaviors that compromise their effectiveness (Forde and Slater, 2006). However, the results of research comparing temporary and permanent workers have proven inconclusive and shown that attitudes, behaviors or well-being of TAW are

1

Maria José Chambel

TAW PROJECT - 2009-2011

not inevitably worse than those exhibited by permanent workers (for example see De Cuyper, De Jong, De Witte, Isaksson, Rigotti, and Schalk, 2008). One of the aspects

1

09

exchange relationship (Blau, 1964) involving unspecified obligations in which there

-2 01

depend on the employment relationship they develop. When TAW developed a social



that had contributed to such an inconsistency of findings is that TAW responses

t-

20

are favors that create diffuse future obligations they respond with reciprocity

or

(Gouldner, 1960), i.e. they considered that beneficial actions aimed by organizations

R

ep

creates the obligations for them to reciprocate in positive, beneficial ways. Several

iti

es

authors have demonstrated that when TAW develop a social exchange relationship

tiv

they reciprocate with very positive responses, namely satisfaction, affective

ev ct

Ac

commitment and organizational citizenship behaviors (Chambel and Castanheira, 2007; Coyle-Shapiro and Kessler, 2002; Van Dyne and Ang, 2004). However, it is

Pr

oj

necessary to work on refining the social exchange theory to include variables that



would allow for a more effective application to TAW (Gallagher and Connelly,

Ph

d)

2008). Indeed, what is perceived by TAW as a beneficial action received from the

be l(

organization is whatever meets their needs and motivations.

m

Our objective, in this project was to investigate different variables that may

C

ha

contribute to the understanding of the TAW employment relationship and whether



this variable plays a crucial role in explaining their answers. This project goes beyond

ia

Jo

previous research on TAW in different ways. At a theoretical level, this project show



©



M

ar

that: (1) The system of HRM has an important relationship with TAW employment relationship, namely psychological contract and leader-member exchange; (2) The social exchange employment relationship of TAW relates positively with their affective commitment and well-being, and contributes to explain the relationship between HRM system and workers’ attitudes; (3) The motives of TAW are important

2

Maria José Chambel

TAW PROJECT - 2009-2011

to explain their attitudes and well-being – TAW that desire a direct contract with client company are those that show higher affective commitment and engagement and

1

09

relationship are not independent but positively relate; (5) Training as promoted the

-2 01

agency that contract them and with the client company where they work – and this



lower burnout; (4) TAW developed a double employment relationship – with the

t-

20

employability is an important action that relates positively with a social exchange

or

employment relationship of TAW; (6) HRM practices relate with the perception of

R

ep

work positive events and when the experience of these events is combined with

iti

es

savouring strategies, TAW exhibit higher levels of well-being. At an applied level,

tiv

this project produces very innovative results: to introduce the HR system to managers

ev ct

Ac

and human resources managers, which will enable them to develop a positive employment relationship with the TAW. This will subsequently lead these workers to

Pr

oj

display appropriate attitudes, behavior and well-being; to contribute to the



accomplishment of equal-treatment principles (Commission of the European

m

be l(

temporary workers.

Ph

d)

Communities, 2002), with a view to putting an end to discrimination against

C

ha

Measurement tools



We collected scales already used in Portugal, we translated and adapted scales used

ia

Jo

in other countries, we constructed scales for specific purposes adapted to the



©



M

ar

Portuguese culture and context. These included: Interview scripts – We developed a script of interview for client and agency human resource manager to collect information about the motives of contract TAW, their job conditions and characteristics, the relationship between these two companies and the responsibility of each in the management of TAW .

3

Maria José Chambel

TAW PROJECT - 2009-2011

Human Resource Management Practices – We build a scale based on Takeuchi, Lepak, Wang and Takeuchi (2007) and Zacharatos, Barling, and Iverson (2005)

1

09

unfamiliar items, and also examined whether it covered the most important aspects of

-2 01

with TAW experience read the questionnaire and checked for ambiguous or



scales. Human Resource Managers from temporary agencies and from companies

t-

20

human resource management practices. Our scale included five HRM practices (1)

or

performance appraisal (2) integration and socialization, (3) training that promotes

R

ep

internal employability, (4) training that promotes external employability and (5)

iti

es

rewards. Each practice was measure by the participants' responses to four items on a

tiv

scale of a five-point Likert scale from 1 (strongly disagree) to 5 (strongly agree).

ev ct

Ac

Highest scores in each of the practices indicate that workers perceive each of these practices in a more favorable manner.

Pr

oj

Human Resource Management Attributions - We used an adaptation of Nishii, Lepak,



and Schneider (2008) HR attributions scale. To assess Commitment-focused HR

Ph

d)

Attributions we relied on these authors’ idea that HR practices that are interpreted as

be l(

reflecting a quality HR strategy and a concern with employee well-being are part of a

m

commitment-focused strategy (e.g., “This company makes the hiring choices that it

C

ha

does in order to help employees deliver quality service to customers”). To assess



Control-focused HR Attributions we analyze if these practices are interpreted as being

ia

Jo

part of a cost-reduction strategy and are seen as a way of exploiting employees (e.g.



©



M

ar

“This company uses the performance appraisal system that it does to try to keep costs down”). For each of these HR practices, four statements (two for commitmentfocused and two for control-focused) were presented concerning the perceived organizational intentions behind these human resource practices – training,

performance appraisal, rewards and hiring choices. Items were measured on a five-

4

Maria José Chambel

TAW PROJECT - 2009-2011

point scale, ranging from ‘Strongly Disagree’ (1) to ‘Strongly Agree’ (5). In the studies carry out in the project we obtained acceptable construct validity and

09

motives and desires for accepting a temporary employment (De Cuyper and De Witte,

-2 01

Desires of Temporary Agency Workers - Based on the literature that included TAW

1



reliability of this measure.

t-

20

2008; De Jong, De Cuyper, De Witte, Silla, and Bernhard-Oettel, 2009) we developed

or

8 items to assess desires of TAW, 4 to assess the desire to acquire a direct contract

R

ep

with client organization and 4 to assess the desire to maintain a temporary contract

iti

es

with this agency. Each item has answer on a scale of a five-point Likert scale from 1

tiv

(strongly disagree) to 5 (strongly agree). Highest scores in each dimension indicate

ev ct

Ac

highest desire.

Psychological Contract – This construct was measured by the response to 32 items

Pr

oj

based on a Portuguese translation of the Rousseau scale (2000), which was already



used in previous studies (Chambel and Alcover, 2011; Chambel and Oliveira-Cruz,

Ph

d)

2010). The scale adopted a multidimensional concept and included the balanced,

be l(

relational and transactional dimensions of psychological contract. The subscale of

m

balanced psychological contract included fourteen items (“Provide developmental

C

ha

opportunities within this firm for me”), the subscale of relational psychological



contract included eleven items (“Concern for my personal welfare”) and the subscale

ia

Jo

of transactional psychological contract included seven items (“Employment for a



©



M

ar

specific or limited time”). First, the respondent was asked whether a specific promise was made (no/yes). This was the measure for the content of psychological contract. Second, if a promise was perceived to have been made, then the respondent was asked to evaluate on a 5- point Likert scale the extent to which the promise had been kept 1 (the organization does not fulfil that obligation at all) to 5 (the organization fulfils

5

Maria José Chambel

TAW PROJECT - 2009-2011

that obligation to a great extent). This was the measure for the perceived fulfillment of the psychological contract.

1

09

Portuguese and then a translator was asked to translate the Portuguese version back

-2 01

the Scandura and Graen (1984) measure. First, the scale was translated into



Leader-member Exchange (LMX) – This construct was measure with a translation of

t-

20

into English (Brislin, 1980). After performing a pre-test, in which we applied the

or

instrument to 6 TAW, we selected 6 items (e.g. “I know my supervisor will take the

R

ep

initiative to help me if I really need”) since the remaining one item (“I have enough

iti

es

confidence in my supervisor that I would defend and justify his or her decisions if he

tiv

or she were not present to do so”) of the original scale was considered unsuitable for

ev ct

Ac

these workers. In the study carry out in the project we obtained acceptable construct validity and reliability of this measure.

Pr

oj

Perceived Organizational Support (POS) –We used a translation of the short version



of the scale developed by Eisenberger, Huntingon, Hutchison, and Sowa (1986),

Ph

d)

which included 17 items and was used by Eisenberger, Fasolo, and Davis-LaMastro

be l(

(1990). An example of one item was: “The (organization name) really cares about my

m

well-being”. First, the scale was translated into Portuguese and then a translator was

C

ha

asked to translate the Portuguese version back into English (Brislin, 1980). Items were



scored on a seven-point Likert scale (1= strongly disagree to 7= strongly agree). High

ia

Jo

scores indicate high levels of POS.



©



M

ar

Affective Commitment. Affective commitment was measured using Meyer, Allen and Smith (1993). Six items were measured on a seven-point scale, ranging from ‘Strongly Disagree’ (1) to ‘Strongly Agree’ (7). An example item included ‘I feel a strong sense of belonging to (organization name)’. High scores indicate high levels of affective commitment. First, the scale was translated into Portuguese and then a

6

Maria José Chambel

TAW PROJECT - 2009-2011

translator was asked to translate the Portuguese version back into English (Brislin, 1980). In the studies carry out in the project we obtained acceptable construct validity

09

Chambel and Castanheira scale (2007) that measures general satisfaction with the

-2 01

General satisfaction. Satisfaction was assessed by a four-item scale adapted from

1



and reliability of this measure.

t-

20

organization. An example of an item is ‘In general, I like working here’. Respondents

or

answered on a five-point Likert scale, ranging from ‘Disagree’ (1) to ‘Agree’ (5).

R

ep

High scores on this scale indicate high levels of satisfaction.

iti

es

Burnout. This construct was assessed with the Portuguese version (Marques Pinto,

tiv

2000) of the Maslach Burnout Inventory–General Survey (MBI-GS; Schaufeli, Leiter,

ev ct

Ac

Maslach, and Jackson, 1996). We selected the two core dimensions: Emotional Exhaustion (five items: e.g., “I feel used up at the end of a work day”) and Cynicism

Pr

oj

(five items: e.g., “I doubt the significance of my work”). All items were scored on a



7-point frequency rating scale ranging from 0 (never) to 6 (always). High scores on

Ph

d)

Emotional Exhaustion and on Cynicism are indicative of burnout.

be l(

Engagement. This construct was assessed using the Utrecht Work Engagement Scale

m

(UWES, Schaufeli, Salanova, Gonzalez-Roma, and Bakker, 2002), which was already

C

ha

used in previous Portuguese studies (Chambel, in press 2012; Chambel & Oliveira-



Cruz, 2010; Salanova, Lorente, Chambel and Martinez, 2011). We selected the two

ia

Jo

core dimensions of engagement: Vigor (six items: e.g., “When I get up in the



©



M

ar

morning, I feel like going to work”) and Dedication (five items: e.g., “I am enthusiastic about my job”). The engagement items are similarly scored as those of the MBI-GS. Performance - We measured performance using an adaptation of the Williams and Anderson scale (1991), which was already used in previous studies (Chambel and

7

Maria José Chambel

TAW PROJECT - 2009-2011

Alcover, 2011; Chambel and Castanheira, 2006, 2007). The measure contained six items with responses on a 1–5 scale ranging from ‘Almost Never’ to ‘Almost

him/her”.

09

Savoring - This construct was assessed with the Portuguese version (Meneses dos

-2 01

1



Always’. An example of an item is “He/she carries out the tasks that are given to

t-

20

Santos Carvalho, and Marques Pinto, 2008) of the Ways of Savoring Checklist

or

(WOSC) (Bryant and Veroff, 2007). We selected six out of the ten subscales of the

R

ep

WOSC, which are more suitable to assess savoring responses to positive events in the

iti

es

work context: sharing with others (e.g “I looked for other people to share it with”),

tiv

memory-building (e.g “I tried to memorize my surroundings”), self-congratulation

ev ct

Ac

(e.g “I told myself how proud I was”), comparing (e.g “I compared myself to others and asked myself “Am I enjoying this as much as they are?”), temporal awareness

Pr

oj

(e.g “I reminded myself that it would be over before I knew it”) and counting



blessings (e.g “I said a prayer of thanks for my good fortune”). Items are rated on a 7-

Ph

d)

point Likert-type response scale (from 1 – “definitely doesn’t apply” to 7 – “definitely

m

be l(

applies”). Higher scores on each scale indicate greater use of the savoring strategy.

C

ha

The double relationship in Temporary Agency Workers



In this task of our project we focused on a particularly relevant issue for temporary

ia

Jo

agency workers, namely the fact that they have a double employment relationship.



©



M

ar

TAWs simultaneously relate to the agency, with which they have a formal contract, and to the client, at whose premises they work (Coyle-Shapiro and Morrow, 2006; Liden, Wayne, Kraimer, and Sparrowe, 2003). Our goal was to assess different ways in which TAWs are managed by their agencies and by their client organizations. We focused on the management roles of these two organizations, which can be graded

8

Maria José Chambel

TAW PROJECT - 2009-2011

within a continuum that goes from a double detachment to a real HR investment strategy coming from a true partnership between agency and client. We aimed to find

t-

20

Three studies had been conducted in this task.

or

In the first study we gathered a sample of 158 outsourced workers from the

R

ep

information technologies sector1. We explored IT outsourced workers’ double

iti

es

employment relationship and anticipated that the attitudes that an employee has

tiv

towards both organizations may be influenced by the attributions that employees

ev ct

Ac

make about the reasons behind the human resource (HR) management practices implemented by the outsourcing company. In this study we addressed (for the first

Pr

oj

time in contingent work research) the concept of HR attributions (Nishii, Lepak and



Schneider, 2008), which encompasses the idea is that employee’s perceptions of the

Ph

d)

reasons why an organization adopts certain HR practices are related to their affective

be l(

organizational commitment. Nishii et al. (2008) differentiate internal HR attributions

m

based on whether they connote positive or negative implications for employees, with

C

ha

the expectation that the underlying valence of these attributions will dictate their



relationship with employees’ attitudinal responses. In line with social exchange

ia

Jo

principles, commitment-focused HR attributions (ie service quality and employee

then likely to engender a felt obligation to reciprocate in positive and beneficial ways



©



M

ar

well-being HR attributions) connote positive consequences for employees, who are

1

Although there are some IT companies using TAWs with the goal of facing market oscillations, our access was denied, meaning that we could not perform any study with this sub-group. As such, we focused on highly skilled workers not as temporary agency workers, but as outsourced workers. However, like TAW these workers establish a double employment relationship: with the outsourcer and with the client companies.

9

1

09

employment relationship.

-2 01

client organization, presents a considerably positive influence on this TAWs double



out how human resources management (HRM) carried out by both the agency and the

Maria José Chambel

TAW PROJECT - 2009-2011

(Torka, Looise, and Van Riemsdijk, 2005). In this study we hypothesized that commitment-focused HR attributions are positively and control-focused HR (ie cost

1

09

commitment to the outsourcing company (which is the company that implements the

-2 01

related to the affective commitment to the client organization, through the affective



reduction and exploiting employees HR attributions) attributions are negatively

t-

20

practices we are focusing on: recruitment and selection, training and performance

or

appraisal). Data analysis showed that our hypotheses were supported. We found that

R

ep

commitment-focused HR attributions are positively and control-focused HR

iti

es

attributions negatively associated with affective organizational commitment to the

tiv

outsourcing company. We furthermore established that there is a positive relationship

ev ct

Ac

between affective commitment to the IT outsourcing company and affective commitment to the client organization. Affective commitment to the outsourcing

Pr

oj

company mediates the relationships between commitment-focused and control-



focused HR practices and affective commitment to the client organization.

Ph

d)

In the second study, we focused on temporary agency workers with lower skills,

be l(

who cover the needs resulting from productive oscillations. We assessed the double

m

commitment of temporary agency workers in five companies (a Call Center and four

C

ha

companies in the industrial sector). We presupposed that a favorable interpretation of



the HR management system implemented by the client company is directly related to

ia

Jo

the development of an affective commitment towards it. When the client implements



©



M

ar

HR management, the affective commitment to this organization will have an impact on the commitment to the agency. This relationship will be reversed when the agency implements HR management (ie. from commitment to the agency to commitment to the client) (Coyle-Shapiro and Morrow, 2006; Lapalme, Simard, and Tremblay.,

10

Maria José Chambel

TAW PROJECT - 2009-2011

2011)2. As expected, our results showed that a favorable interpretation of HR management practices implemented by the client organization is significantly related

1

09

practices implemented by the client organization are positive, s/he will develop a

-2 01

the affective commitment to the client organization. If a TAW perceives that the HR



to the affective commitment to the agency: this positive relationship is mediated by

t-

20

strong commitment to this company. However, since the agency is the one

or

responsible for placing the TAW at that particular client, employees will also

R

ep

reciprocate to this company by establishing a strong affective commitment to it as

iti

es

well.

tiv

In the third study we researched the topic of the double employment relationships

ev ct

Ac

of low skilled temporary agency workers and contrasted it with the double employment relationships of low skilled outsourced workers. Both groups of

Pr

oj

employees have double employment relationships, but the way they are managed is



substantially different. Outsourced workers are managed by the outsourcing company

Ph

d)

(having direct supervision from this company, which has an active role in the HR

be l(

practices implementation), whereas TAWs are mainly managed by the client

m

organization (management by the agency is limited to recruitment, selection, pay

C

ha

rolling and contract renewal and client has an active role in the other HR practice



implementation). Similarly to our first study, we focus on the construct of HR

ia

Jo

attributions (in this case, solely on attributions that encompass a concern with service



©



M

ar

quality and employee well-being: commitment-focused HR attributions) (Nishii, et al., 2008). We expect3 that in the case of outsource workers, because the outsourcing

company has a more intense role on managing them, their HR attributions will first 2

Also verified in our first study in this task: outsourcing company was responsible from HR practices and is the first in the employment relationship. 3 Data for our study is still being analyzed, meaning that no definite results are presented at this moment.

11

Maria José Chambel

TAW PROJECT - 2009-2011

related with the commitment to the outsourcing company and afterwards the commitment to the client organization where work is performed (Lapalme et al.,

1

09

to the outsourcer. Additionally, this commitment to the client organization would lead

-2 01

and affective commitment to the client organization may be mediated by commitment



2011). This means that the relationship between commitment-focused HR attributions

t-

20

to high performance levels (Riketta, 2002, 2008). In contrast, with TAW we expect an

or

employment relationship where the managing role of the contractor (agency) is not so

R

ep

prevalent, because the most HR practices are implemented by the client organization

iti

es

where the TAW is placed at the moment. This means that, in this case, the primary

tiv

form of commitment would be established with the client organization (Connelly,

ev ct

Ac

Gallagher, and Gilley, 2007). Thus, the positive relationship between commitmentfocused HR attributions and affective commitment to the agency would be mediated

Pr

oj

by affective commitment to the client organization. The affective commitment to the

Ph

d)



agency would then relate with employee performance at the client’s site.

be l(

The facilitating role of HRM with temporary workers4

m

The aim of this task is to understand which human resource management practices

C

ha

(HRM) contribute to the similarity of performance, job satisfaction and well-being



levels among temporary and permanent workers, and whether the employment

ia

Jo

relationship (i.e. psychological contract and leader-member exchange) mediates the



©



M

ar

relationship of these practices on these workers’ answers. We assumed that workers have a tendency to feel and behave like others, when they perceived similarity of work conditions and HRM. We considered that workers developed a social exchange

4

When this project was planned this task will only develop with industrial workers. However after, we verified that it also is possible to analyze contact centers workers. Thus we overcame our objectives and conduct the studies included in this task with both contact centre and industrial workers.

12

Maria José Chambel

TAW PROJECT - 2009-2011

relationship and exchange positive outcomes not only with inducements received by these HRM but also with the expectation of prospective inducements that will emerge

t-

20

effect of organizational practices on employees’ attitudes and performance.

or

Six studies had been conducted in this task.

R

ep

In the first study our aim was to compare TAW and permanent workers on the

iti

es

relationship between HR practices and affective commitment toward the company

tiv

and the mediator role of psychological contract fulfillment in this relationship. We

ev ct

Ac

considered that workers interpret organizational actions, such as HRM practices, as indicative of the personified organization's commitment towards them, and

Pr

oj

reciprocate their perceptions accordingly in their own commitment toward the



organization (Whitener, 2001). Moreover, HRM not only captures a worker's

Ph

d)

perception of organizational treatment but also evokes an evaluation of the

be l(

discrepancy between what is promised and what is fulfilled. In the presence of

m

inducements provided by HRM, workers may become less vigilant in monitoring the

C

ha

extent to which the organization is fulfilling its obligations included in the



psychological contract (Coyle-Shapiro and Conway, 2005). Indeed, in this study

ia

Jo

psychological contract fulfillment was considered a mechanism for operating within



©



M

ar

the social exchange relationships (Aggarwal and Bhargava, 2009). The argument was that favorable outcomes stemmed from high-quality social exchange relationships not only because of the content of such relationships, but also because when workers evaluated the fulfillment of organization promises, their responses to these evaluations differed on the basis of their overall social exchange relationship quality.

13

1

09

workers’ relationship with their leaders is the proximal variable that mediates the

-2 01

leaders work as proxies for organization relationship and therefore expect that



from the fulfillment of promises made by the organization. Moreover, we assume that

Maria José Chambel

TAW PROJECT - 2009-2011

Fulfillment cognitions might be most prevalent in high-quality social exchange relationships (Dulac, Coyle-Shapiro, Henderson, and Wayne, 2008). Thus, this study

1

09

relations among this system and workers’ commitment. The sample included 2362

-2 01

psychological contract fulfillment, and this fulfillment partially accounts for the



anticipates that the system of HRM is positively related to perceptions of

t-

20

workers (885 temporary agency and 1477 permanents) from 5 different companies (2

or

contact-center and 3 industries) and the data were analyzed with SEM, namely

R

ep

multiple group analyze. We confirmed that the system of HRM related positively with

iti

es

the workers’ affective commitment and the organization psychological contract

tiv

fulfillment partially mediated this relationship. We also verified that these results

ev ct

Ac

were similar for temporary and permanent workers. However, these relationships were significantly lower for temporary workers when compared with these

Pr

oj

relationships for permanents workers. This may occurred because temporary workers



answers may depend from other variables.

Ph

d)

With the goal of understanding if this model explain not only the affective

be l(

commitment of temporary workers but also their well-being, we conduct a second

m

study with a similar model of the first but where we included TAW burnout and

C

ha

engagement. We analyzed the same sample of temporary workers (N= 885). Job



demands and job resources had been considered important variables to explain

ia

Jo

workers well-being. Job situations with high demands and low resources promote



©



M

ar

high strain like burnout and job situations with high demands and high resources promote high well-being like engagement (Bakker and Demerouti, 2007). The system of HRM may made high resources to workers perform their tasks and contributed to low burnout and high engagement (Schaufeli and Salanova, 2007). As far as temporary workers are concerned, there is an additional reason for these relationships.

14

Maria José Chambel

TAW PROJECT - 2009-2011

TAW have high levels of insecurity regarding future employment and this demand increases the risks of poor well-being (McLean Parks, Kidder and Gallagher 1998;

1

09

consequence it could reduce workers’ strain and increase engagement (Berntson and

-2 01

workers with a sense of being able to cope with potential hazards, and as a



Sverke, Gallagher and Hellgren, 2000). The system of HRM provides temporary

t-

20

Marklund, 2007). As predicted by the Job Demand-Control (JDC) model (Karasek,

or

1989) one might expect this feeling of control over the work situation to alleviate the

R

ep

strain experienced by temporary workers and increase the motivation to perform it

iti

es

(Schreurs, Emmerik, Notelaers and De Witte, 2010). In keeping with these ideas, we

tiv

considered that HRM to be related with the lower burnout and higher engagement of

ev ct

Ac

TAW. On the other hand, psychological contract fulfillment/breach has been found to be associated with not only workers’ affective commitment but also with workers’

Pr

oj

well-being (Chambel and Oliveira-Cruz, 2010; Conway and Briner, 2002; Gakovic



and Tetrick, 2003; Parzefall and Hakanen, 2010). In this study psychological contract

Ph

d)

fulfillment was considered a mechanism for operating within the relationship among

be l(

HRM and temporary workers’ burnout and engagement.

m

Nevertheless, the majority of temporary agency workers wish to acquire a

C

ha

permanent contract (CIETT, 2011) and they may see temporary work as a transitional



solution that helps them to find permanent employment at the hiring-in client

ia

Jo

organization (Feldman, Doerpinghaus and Turnley, 1994; Torka and Schyns, 2007).



©



M

ar

These desires and perceptions can be related to their commitment since by wishing to acquire a permanent status, these temporary agency workers show a strong affective liaison with this organization. In doing so, temporary workers seem to be balancing future benefits from the client organization with their inducements and concurrently maximizing the realization of future benefits from this organization, namely a direct

15

Maria José Chambel

TAW PROJECT - 2009-2011

long-term contract (Coyle-Shapiro and Kessler, 2002). Furthermore, this desire can also be related to temporary agency workers’ well-being. Temporary workers display

1

09

analyzing the relationship between HRM and temporary workers’ commitment and

-2 01

a permanent status in that organization (De Cuyper and De Witte, 2008). Thus,



lower burnout and higher engagement, in order to improve the likelihood of acquiring

t-

20

well-being implies controlling the effect of this desire. The hypotheses were tested

or

using structural equation modeling (SEM) and to control for potential confounding

R

ep

effects, desire to have a direct contract with the client and sector were introduced in

iti

es

the model as observed variables. The hypotheses were supported. The system of

tiv

HRM was positively related to workers’ affective commitment and engagement and

ev ct

Ac

negatively to workers’ exhaustion. Psychological contract fulfillment partially mediated these relationships.

Pr

oj

The third study of this task compared the employment relationship of temporary



and permanent workers within the same company of electronics in Portugal. We

Ph

d)

analyze the relationship of HRM each practice and the affective commitment of

be l(

workers and the mediation of this relationship by psychological contract fulfillment.

m

The results show that regardless of the type of the contract the perception of human

C

ha

resource practices related to the perception of psychological contract fulfillment by



the company. Additionally and according to the norm of reciprocity, we verified that

ia

Jo

when workers thought the company was fulfilling its obligations they responded



©



M

ar

favorably showing more affective commitment towards the company. However, we found differences between these two groups of workers: for the permanent performance appraisal, training and rewards were Human Resources practices that were significantly related to psychological contract fulfillment, while for the temporary ones there weren’t any specific practices that had a significant relationship

16

Maria José Chambel

TAW PROJECT - 2009-2011

with that variable. The fourth study developed in this task analyzed the relationship between the

1

09

analyze the desire to acquire a direct contract with client organization and the desire

-2 01

sample of 605 temporary agency workers (2 contact-centers and 4 industries) we



desires of temporary workers and their affective commitment and well-being. With a

t-

20

to maintain a temporary contract with this agency (voluntariness). As expect, the

or

majority of TAW desire a direct contract with the client organization. However, about

R

ep

half also say do not mind continuing to be temporary. These two options do not seem

iti

es

to be mutually exclusive and workers can develop different patterns that conjugate

tiv

these two desires (De Jong, et al., 2009). In order to identify the patterns, a cluster

ev ct

Ac

analysis was carried out with the two variables for the total sample. We obtained 3 patterns: pattern 2, characterized by high voluntariness and high desire to have a

Pr

oj

direct contract with client organization, included 319 TAW (52,7% of the total);



pattern 1 that included 141 (23.3%) workers was also characterized by high desire to

Ph

d)

have a direct contract with the client organization, but a low voluntariness; pattern 3

be l(

included low voluntariness and low desire to have a direct contract with client. This

m

pattern included 145 TAW (24%). The self-determination theory (Ryan and Deci,

C

ha

2000) considers that when people are motivated because they value an activity, have



more interest, vitality, and general well-being. Thus, we expected that when

ia

Jo

temporary work is an option that satisfies workers’ goals, they show high motivation



©



M

ar

and well-being. On the other hand, when temporary workers desire a permanent status, as we explained in study two, temporary work has an instrumentality value and workers also show a strong affective liaison with the client organization and positive well-being. We performed differential analyses (ANCOVAS) after control the effect of sector, age and gender of workers, and analyzed the relationship of the different

17

Maria José Chambel

TAW PROJECT - 2009-2011

identified patterns and TAW affective commitment, burnout and engagement. As expected, when workers conjugated these two desires showed higher affective

1

09

direct contract with client and have low voluntariness presented identical

-2 01

or wanted to be temporary. However, contrary to what expected, TAW that desire a



commitment and well-being than workers who do not want to have a direct contract

t-

20

psychological states than TAW with these two desires and had higher results than

or

TAW with low desire to have a direct contract and low desire to maintain a temporary

R

ep

status. In general, these results showed that the desire to have a direct contract with

iti

es

the client organization as more important to predict TAW answers than the

tiv

voluntariness.

ev ct

Ac

In the fifth study, we compare the relationship between supervisor and organizational psychological contract fulfilment in the prediction of job satisfaction

Pr

oj

and organizational affective commitment among a sample of traditional (in-house)



and temporary agency workers. We considered that workers develop a psychological

Ph

d)

contract specific to different foci during his/her professional activity and believes that

be l(

the relationship is regulated by a set of mutual obligations (Marks, 2001; Shore, et al.,

m

2004). Specifically, temporary workers do not have a formal contract with the host

C

ha

organization and this multi-foci psychological contract reality, namely organization



and supervisor, would appear to be more suitable (Marks, 2001). We expected that in-

ia

Jo

house workers’ attitudes relate independently from the fulfillment of psychological



©



M

ar

contract by organization and by supervisor. In contrast, in temporary workers the relationship between the fulfilment of the organization’s psychological contract and outcomes can be explained by enhancement of fulfilment of the supervisor psychological contract. The study sample involved 215 in-house and 229 temporary call centre workers. Structural equation modelling (SEM) and in particular multiple

18

Maria José Chambel

TAW PROJECT - 2009-2011

group analysis was used. Results indicated that supervisor psychological contract fulfilment explained the variance of workers’ attitudes over and above that explained

1

09

the supervisor psychological contract fulfilment partially mediated the relationship

-2 01

these relationships were different for temporary and permanent workers. For former,



by organizational psychological contract fulfilment. However, we confirmed that

t-

20

between organizational psychological contract fulfilment and workers’ attitudes. For

or

in-house their job satisfaction was only explained by the organization psychological

R

ep

contract fulfilment and affective commitment was independently explain by

iti

es

organizational and supervisor psychological fulfilment.

tiv

The sixth study was aimed at comparing temporary and permanent workers in

ev ct

Ac

manufacturing industry on the mediating effect of leader-member exchange (LMX) on the relationship between human resources management practices and work

Pr

oj

engagement. LMX introduces the question of whom the employees relate to in the



organization. First, leaders are the most proximal, and often unique, representatives of

Ph

d)

the organization that TAW get to know (Lewin, 1945). Second, leaders can provide

be l(

different kinds of inducements, economic and social alike. Thus, in exchange for

m

positional resources from a leader, a member commits himself or herself to higher

C

ha

degrees of involvement in the unit's functioning (Dansereau, Graen, and Haga, 1975).



High-quality leader-member exchange has been found to be associated positively with

ia

Jo

subordinate performance, commitment, and satisfaction and negatively with turnover



©



M

ar

intention (Bauer, Erdogan, Liden, and Wayne, 2006; Gerstner and Day, 1997). The idea that more proximal foci mediate the effect that distal foci may have on employees attitudes (Lewin, 1945), led us to look for the mediating effect of LMX on the relationship between HR practices and work engagement, and to test for differences between temporary and permanent workers. The study sample involved

19

Maria José Chambel

TAW PROJECT - 2009-2011

1096 line workers from 4 Portuguese companies from ceramics, food and electronic industries, of which 487 were temporary agency workers. We used Preacher and

1

09

practices predicted work engagement for both types of workers. In addition, as

-2 01

associated with the mediator. Results indicated that human resources management



Hayes (2008) procedure to estimate the magnitude of the specific indirect effects

t-

20

expected, LMX mediated this relationship for temporary workers but not for

or

permanent workers. Exchange with leader seems to be more rewarding for temporary

R

ep

worker than permanent ones. A possible explanation for this difference may be that

iti

es

temporary workers perceive team leaders as a stronger source of inducements,

tiv

therefore choosing them as preferred target for social exchange. Another reason for

ev ct

Ac

this difference may also lay in the fact that temporary workers don’t get to know any

Pr

oj

other representatives during their stay in the organization.



Employability development through training: Can it mitigate employment insecurity5?

Ph

d)

The main goal of this task was to understand the relationship of training on

be l(

workers’ attitudes and well-being. We believed that a higher perception of training

m

that promotes employability would be related to more positive attitudes and well-

C

ha

being (Forrier and Sels, 2003).



Four studies had been conducted in this task.

ia

Jo

In the first study we considered that training entails a social exchange relationship

exchange the inducements received by this practice with a positive attitude, namely



©



M

ar

(Blau, 1964; Gouldner, 1960; Rhoades and Eisenberger, 2002), where workers

5

When this project was planned this task will only develop with contact centre workers. However after, we verified that it also is possible to analyze industrial workers. Thus we overcame our objectives and conduct the studies included in this task with both contact centre and industrial workers.

20

Maria José Chambel

TAW PROJECT - 2009-2011

affective commitment toward the organization. Several studies have considered training as a critical practice in the promotion of emotional commitment of

1

09

(Nishii, et al., 2008). Workers respond positively to the training if they see that this

-2 01

motivations (Wright and Snell, 1991) and workers’ conceptions about this practice



employees, but it is necessary that the training investment takes into account workers’

t-

20

investment is done based on a genuine concern for their needs. In the specific reality

or

of TAW, their needs are related to the concern of finding a new job and to remain

R

ep

continuously active in the market (Kluytmans and Ott, 1999). As such, we believe

iti

es

that training courses that give temporary workers the opportunity to develop skills and

tiv

improve their performance by increasing their employability may be a vehicle to

ev ct

Ac

achieve their affective commitment toward the user company. Moreover a positive perception of this practice is also a way by which the workers can percept the

Pr

oj

organizational support, this is, the organization's commitment and investment in the



workers (Wayne, Shore,. and Liden, 1997). In fact the perception of organizational

Ph

d)

support (POS) has been seen has a variable that mediates what the organization gives

be l(

the employees and the feedback it gets of them. In theoretical terms, Rhoades,

m

Eisenberger and Armeli (2001) argued that perception of organizational support is a

C

ha

mediator between the company's practices and the affective commitment of



employees. Thus, we assume that the POS mediates the relationship between training

ia

Jo

that promotes employability and TAW affective commitment. In this sense, a positive



©



M

ar

evaluation of the training contributes to a positive perception of POS, which, in turn, relates positively with affective commitment. This study used a sample of 240 call centre employees. All of them were temporary agency workers at the same call centre, performed similar tasks and came from different agencies. They participated in training sessions to learn how to perform

21

Maria José Chambel

TAW PROJECT - 2009-2011

their tasks and deal with the equipment and also had some behavioral and attitudinal procedures in the relationship with the client (Russell, 2008). The number of training

1

09

that when TAW perceive training as promoting their employability, they report higher

-2 01

higher competence levels, the worker received longer training. Our results showed



hours depends on the product and process complexity, and whenever they involved

t-

20

affective commitment toward the organization. This is very important in the call

or

centers’ context since service customization and quality advocate the importance of

R

ep

the quality of employee-customer interaction, which can only be assured by high

iti

es

worker commitment (Batt, 2002; Holman, 2005). As expected, we also verified that

tiv

training is related to the employment relationship of temporary workers. In line with

ev ct

Ac

Koh and Yer (2000) we found that it was possible for the organization to create a mutual investment relationship with temporary workers: the organization invested in

Pr

oj

training and the employee responded with a social emotional relationship. However,



we found that the relationship between training and temporary workers’ affective

Ph

d)

commitment is only partially mediated by POS. These result indicated that training

be l(

was either directly related to this attitude or to another mediator which was not

m

accounted for in this study.

C

ha

In the second study included in this task we wished to demonstrate that the



existence of social exchange within the employment relationship of TAW did not

ia

Jo

occur only in response to the present moment. We believed that the TAW



©



M

ar

psychological states were also based on expectations in the future and these in turn are guided according to the interpretation that the workers made of the company obligations (Hannah & Iverson, 2004). That is, in addition to the formulations made by Blau (1964) and Gouldner (1960), the relationship of social exchange assumes the existence of an agreement, either tacit or explicit, between employer and employee

22

Maria José Chambel

TAW PROJECT - 2009-2011

about the role each should play in the course their relation - the psychological contract (Rousseau, 1995). In fact, workers react to the actions of organizations based on their

1

09

opportunities for fulfillment of the obligations included in the psychological contract.

-2 01

needs, but also on their interpretations of whether it provides them with the



interpretations of whether they provide them with the inducement that satisfies their

t-

20

As through training TAW have the opportunities to develop their skills and improve

or

their behaviors, these actions will be positively related to the perception that the

R

ep

organization is fulfilling or over-fulfilling its obligations of providing development

iti

es

job opportunities, more challenging goals, and being concerned with workers’ well-

tiv

being (Suazo, Martínez, and Sandoval, 2009). Training can also be related to the over-

ev ct

Ac

fulfillment of organizational obligations of employment security and stability. In fact, the main motive behind choosing temporary employment is to find a permanent job,

Pr

oj

as these workers see temporary employment as a transitory stage leading to



permanent employment (CIETT, 2010; De Cuyper, and De Witte, 2008). So, this

Ph

d)

over-fulfillment of employment security and stability obligations provided by training

be l(

may also contribute to the perceptions of fulfillment or over-fulfillment of the

m

organization’s obligations to address workers’ goals and well being. This perception

C

ha

of obligation fulfillment on the part of the organization entails positive responses



from workers as currency to reciprocate the benevolent treatment received (Shore et



©



M

ar

ia

Jo

al., 2004; Zhao, Wayne, Glibkowski, and Bravo, 2008). The hypotheses were tested in a sample of 393 blue-collar TAW from four

Portuguese industries. We verify that training was positively associated with affective commitment, and negatively with exhaustion. Moreover, we found that psychological contract fulfillment partially mediates the relationship between training and these workers’ psychological states. As expected, training relates to TAW psychological

23

Maria José Chambel

TAW PROJECT - 2009-2011

states through two separate processes: direct - the exchange between inducements received by training; indirect- through the expectation of prospective inducements

Shapiro and Morrow, 2006; Dulac et al., 2008).

09

In the third study of this task our aim it is also to analyze psychological contract

-2 01

1



that will emerge from the fulfillment of promises made by the organization (Coyle-

t-

20

fulfillment as a mechanism through which training affects stress in call centres. The

or

hypotheses were tested on a sample of four hundred and twelve call centre operators,

R

ep

using structural equation modeling. As expect, our results demonstrated that training

iti

es

is negatively related to workers’ exhaustion and that the relationship is fully mediated

tiv

by the fulfillment of socio-emotional obligations. We found that it was the fulfillment

ev ct

Ac

of balanced obligations, and not relational obligations that mediated the relationship between training and exhaustion. Hence, we verified that training was related to lower

Pr

oj

levels of employee exhaustion through fulfillment of the balanced psychological



contract. Our findings highlight the centrality of psychological contract fulfillment to

Ph

d)

call centre workers, and the importance of training in constructing positive

be l(

employment relationships with workers.

m

The last study done in the context of the task number five, we distinguished TAW

C

ha

perceptions about the training that promotes internal and that promotes external



employability. Till now, in the three previous studies, we looked at training and

ia

Jo

employability in a global sense, however Benson (2006) showed that training can



©



M

ar

promote employability in an internal (training more focused on developing specific skills to the current position of the employee and to the actual company's business) or in an external way (training more focused on the development of generic and transferable skills). The favorable responses of temporary workers depends on the actions that companies have that can satisfy their needs (Koene and Van Riemsdijk,

24

Maria José Chambel

TAW PROJECT - 2009-2011

2005), and because their needs are most of all connected with the assurance of being employment in a near future (Cuyper and De Witte, 2008), we considered that the

benefit, to which TAW respond with positive psychological states.

09

This study included a sample of 425 TAW from four Portuguese industrial

-2 01

1



training that promotes internal or external employability will always be seen as an

t-

20

companies. First our findings suggested like it was expected, that perception of

or

training that promoted internal employability entailed a social exchange relationship

R

ep

of temporary workers, in which they answered to that positive action with their

iti

es

affective commitment. Furthermore temporary workers that considered that

tiv

organization invest more in this action also were those with lower exhaustion. More

ev ct

Ac

interesting, our findings suggested that temporary workers’ exhaustion was a mechanism that contributed to explain this social exchange, because it partially

Pr

oj

mediated the relation between this to variables. However, and contrary to what was



expect, our findings showed that the perception of training that provided temporary

Ph

d)

workers with broadly marketable skills did not contribute to promote affective

be l(

commitment toward organization. This result is consistent with Benson’s study (2006)

m

that verified that actions of tuition-reimbursement facilitated the exit of employees,

C

ha

but our research analyzes TAW and this result can be more significant because the



importance of having skills that can be used in another company may be more

ia

Jo

relevant to these workers. We believe that this may have occurred due to the fact that



©



M

ar

TAW also have an employment relationship with the agency, i.e. the organization that contract them (Liden, et al., 2003; Lapalme, et al., 2011). We can consider that the

perception related to training as a promoter of employment opportunities in another organization can be related with commitment toward the agency, the organization that will have a role in a reassignment. On the other hand, the workers’ reactions to

25

Maria José Chambel

TAW PROJECT - 2009-2011

organization practices depend on what they consider to be the underlying intentions of the organizations to implement such practices (Nishii, et al., 2008). These temporary

1

09

but simply due to the fact that the competences acquired were transferable to other

-2 01

their external employability, not because of an intention to meet the worker's needs,



workers may interpret client organizations having developed training that promotes

t-

20

organisations. These hypotheses require further research to verify the relationship of

or

training with both liaisons of temporary workers or to attributions by workers. Our

R

ep

results neither supported that training which promoted external employability can be

iti

es

an organizational practice that contributed to lower stress of temporary workers.

tiv

Although the perception of more opportunities of employment might decrease the

ev ct

Ac

employment insecurity inherent to temporary workers this was not related with their well-being. This may had occurred because insecurity may not be the most important

Pr

oj

demand of temporary workers because insecurity in this context is not grounded in



feelings of unpredictability (De Cuyper, De Witte, Kinnunen, & Natti, 2010).

Ph

d)

Training can reduce employee’s feelings of exhaustion because may equip employees

be l(

with skills and knowledge needed in work (Batt, 2002; Castanheira and Chambel,

m

2010). Thus, training that promotes internal employability is an organization action

C

ha

that contributes with skills and competences that aid workers to perform better their



tasks and consequently related with less exhaustion. Contrary training that promotes

ia

Jo

external employability does not contribute with skills and competences useful in

further research to verify the relationship of training insecurity and knowledge in explains temporary workers’ strain.



©



M

ar

actual functions and may not relate with workers strain. This hypothesis requires

Eustress, savoring and well-being of temporary workers

26

Maria José Chambel

TAW PROJECT - 2009-2011

Occupational stress among temporary workers has been highlighted as an important topic of research (for review, see De Cuyper et al., 2008). Several studies

1

09

health. Nevertheless, empirical evidence on the predicted negative relationship

-2 01

more adverse job conditions and, therefore, exhibit poorer physical and psychological



have been conducted to test the assumption that temporary workers are exposed to

t-

20

between temporary employment and health is inconclusive (De Cuyper et al., 2008).

or

Moreover, most of these studies are grounded in the Work Stress Theory, with an

R

ep

exclusive focus on pathology. To overcome this acknowledged limitation, we

iti

es

developed this fourth set of studies and included positive variables, relations and

tiv

processes to study temporary workers’ well-being. More specifically, we were

ev ct

Ac

interested in studying which employment and job aspects temporary workers perceive as positive as well as workers’ eustress levels, namely professional engagement

Pr

oj

(Schaufeli and Salanova, 2007); we explored also workers’ savouring strategies



(Bryant and Veroff, 2007), used to appreciate and enhance eustress experiences,

Ph

d)

through the adaptation of the Portuguese version of Bryant and Veroff`s scale of

be l(

savouring strategies (Menezes and Marques-Pinto, 2008) to this employment context.

m

Finally, we aimed at understanding which different human resource practices are

C

ha

associated with these positive events in the working context. Our main purpose was to



shed some light on how to develop HRM systems that enhance the probability of

ia

Jo

eustress experiences, the use of strategies to savour these positive experiences, and



©



M

ar

thus contribute to temporary workers’ feelings of engagement. Three studies had been conducted in this task. The first study sampled one hundred and twenty call centre workers from a Portuguese temporary work agency. These workers were asked to identify positive events they experienced during their work. Based on a content analysis, we were able

27

Maria José Chambel

TAW PROJECT - 2009-2011

to match positive events into two main categories: One related to the experience of positive relationships (e.g. “daily meeting with peers”; “Christmas dinner”, “meeting

1

09

feedback”, “merit recognition”). This study drew our first attempt to categorize

-2 01

sessions”; “having been assigned new tasks with more responsibility”; “performance



new people”); and another category related to human resource practices (e.g. “training

t-

20

positive events in the temporary work context. These categories will be further tested

or

in future studies. In what concerns engagement levels, we established good levels of

R

ep

Vigour and Dedication, concluding that temporary workers exhibited positive

iti

es

indicators of well-being. As far as the adaptation of the savouring instrument is

tiv

concerned, we were able to identify the major strategies in our sample (with good

ev ct

Ac

psychometrics indicators), building a base-line framework for future studies. Moreover, we were able to establish significant relationships between positive events,

Pr

oj

savouring strategies and levels of engagement. We found that savouring strategies



(namely “comparing” and “self-congratulation”) were important moderators in the

Ph

d)

relationship between positive events and engagement. When workers experience

be l(

“positive events related to human resource practices” and savour these experiences

m

(through comparing and self-congratulation’s strategies), they tend to exhibit higher

C

ha

levels of engagement (vigour and dedication) when compared to those workers not



using these savouring strategies. As expected, this study confirmed that human

ia

Jo

resource practices can elicit positive events, and, furthermore, when the experience of



©



M

ar

these events is combined with savouring strategies, workers’ exhibit higher levels of well-being. The second and third studies sampled, respectively, four hundred and twelve call centre’s operators and their respective supervisors (one hundred and thirty two supervisors). These call centre workers were employed either in a temporary basis or

28

Maria José Chambel

TAW PROJECT - 2009-2011

with a permanent contract. In call centres, supervisors are assigned to implement high-involvement strategies and keep workers’ aligned with call centre’s goals

1

09

challenges or social events to keep workers motivated. Therefore, supervisors are

-2 01

supervisors spend a great deal of time giving performance feedback, promoting work



(Castanheira and Chambel, 2010; Kinnie, Hutchinson, and Purcell, 2000). Hence,

t-

20

important organizational agents that can influence the way workers interpret and

or

make sense of their daily experiences. Our assumption was that these events promoted

R

ep

by supervisors could be important sources of positive events for both supervisors and

iti

es

operators. Furthermore, most of these savouring strategies (sharing, comparing, self-

tiv

congratulation or building memories) are the basis of several well-documented

ev ct

Ac

actions to promote employees’ involvement (participation, empowerment, discussion groups, and celebration of successes: Batt, 2002, 1999; Kinnie et al., 2000).

Pr

oj

Therefore, we believe that when supervisors implement positive events and,



simultaneously, develop strategies to savour these moments, both supervisors and

Ph

d)

operators will experience higher levels of well-being. Building on study one we were

be l(

interested in analysing supervisors’ perception of positive events, their levels of

m

engagement, and use of savouring strategies. We established that supervisors identify

C

ha

several types of positive events: “Being a trainer”; “Recognition from team



members”; “Recognition from organization or clients”; “Improving workers’

ia

Jo

performance” and “Cohesion and affective relationships”. These categories can be



©



M

ar

grouped into two major ones, similar to those found in study one (“the experience of positive relationships” and “positive events related to human resource practices”). Again, we found good levels of vigour and dedication among supervisors and we were able to confirm the internal consistency of savouring strategies’ instrument. Finally, results demonstrated that, as expected, savouring strategies (“self-

29

Maria José Chambel

TAW PROJECT - 2009-2011

congratulation”; “comparing” and “building memories”) are associated with higher levels of engagement. Further statistical analyses are still ongoing. We want to

or

t-

20

intervening actions.

R

ep

Analysis and integration of results

iti

es

As planned in this task we developed specific written reports for each of the

tiv

organizations participating in our studies to explain the main results. The delivery of

ev ct

Ac

the report will be followed by a group meeting discussion of the organization’s weaknesses and strengths, main conclusions and practical implications.

Pr

oj

We also developed monthly team meetings with the goal to bring together all the



tasks and respectively results obtained. The agenda of each meeting was partner

Ph

d)

previously between members and after we wrote the respective summary.

be l(

In this task we had an initial meeting – January 2010 – with the project consultants

m

- Professor Bas Koene (Rotterdam School of Management, Netherlands) and

C

ha

Professor Nele De Cuyper (Catholic University of Leuven, Belgium) – to review the



goals and the design of the project studies and developed a final meeting – November

ia

Jo

2011 - with Prof. Bas Koene for project evaluation6. The collaboration of these



M

ar

consultants there were also in a Co-Direction of a PhD thesis7 and two papers. With the objective of integration of project results we wrote a book that involve all the team members.



©

1

09

groups interviews with supervisors to debate main results and discuss possible

-2 01

operators’ levels of well-being. In the mean time, we have been conducting focus



analyse whether supervisors’ savouring strategies and levels of engagement influence

6

Contrary of the planned the consultant Professor Nele De Cuyper did not participate in this final meeting for personal reasons. 7 With Professor Nele de Cuyper.

30

Maria José Chambel

TAW PROJECT - 2009-2011

Finally, we organized in November 2011: a workshop with leaders from temporary work agencies and human resources managers from different organizations working

t-

1

20

09

European academic and expert community.

-2 01

workshop with researchers and experts in this field to partner the project results with



with TAW to partner the project results with business community; an international

or

Conclusions

R

ep

This project demonstrated the importance of HRM practices to temporary

iti

es

workers’ attitudes and well-being. We established that the system of HRM was

tiv

related to a social employment exchange between temporary workers and the

ev ct

Ac

organization. Therefore, we found support that HRM practices is positively associated with affective commitment and engagement, and negatively with burnout. Moreover,

Pr

oj

we found that psychological contract fulfillment partially mediates the relationship



between HRM and workers’ psychological states. As expected, the system of HRM

Ph

d)

relates to workers’ psychological states through two separate processes: direct - the

be l(

exchange between inducements received by HRM practices; indirect- through the

m

expectation of prospective inducements that will emerge from the fulfillment of

C

ha

promises made by the organization (Dulac et al., 2008).



This project also confirmed that the majority of temporary workers accept this

ia

Jo

type of contract because they see no other employment alternative and desire an



©



M

ar

opportunity to have a direct contract with the client company (CIETT, 2011). However, they also showed some voluntariness with their current employment status because it gives them greater flexibility, freedom and opportunity to develop skills and competences. These two options do not seem to be mutually exclusive and workers can develop different patterns that conjugate these two desires (De Jong et

31

Maria José Chambel

TAW PROJECT - 2009-2011

al., 2009). However, we observed that the desire to have a direct contract with the client company related positively and negatively respectively with positive and

1

09

organization similar to that of core workers. In doing so, employees seem to be

-2 01

taken on as permanent workers and therefore established a relationship with the



negative psychological states. We considered that because these workers wished to be

t-

20

balancing future benefits from the client company with their inducements and

or

concurrently maximizing the realization of future benefits from it (Coyle-Shapiro and

R

ep

Kessler, 2002). So you might argue that temps are trying to signal to the client

iti

es

company that they would be good workers if they were made permanent (Chambel

tiv

and Castanheira, 2007).

ev ct

Ac

This project also confirmed that temporary workers establish a relationship with the organization through the relationship developed with the supervisor (Marks,

Pr

oj

2001). On the contrary, for permanent workers, our results showed that the



relationships between workers to both the organization and the supervisor were

Ph

d)

independent. The possible contact with other organizational agents and the possibility

be l(

of ongoing relationships probably contributed to such independent relationships.

m

Permanent workers directly reciprocated affective commitment on the part of the

C

ha

organization (e.g., the fulfilment of its obligations) with their positive psychological



states. Contrary, temporary workers do not have a formal attachment to the

ia

Jo

organization where they work and, subsequently, the relationship is characterized as



©



M

ar

being more distant and the supervisor as matching the organization. The relationship with the supervisor might escalate in importance as a compensation for the loss of organizational relationship with the extended organization (Lewin, 1945). In this project we also replicated the results obtained by Nishii et al. (2008), by using now the HR attributions theory to assess the dual employment relationships of

32

Maria José Chambel

TAW PROJECT - 2009-2011

contingent workers. We observed that commitment-focused HR attributions, ie interpreting HR practices as being motivated by a quality strategy and a concern with

1

09

interpretations of HR practices as being motivated by a cost-reduction strategy and an

-2 01

commitment. In contrast, control-focused HR attributions, which comprise



employee well-being, are positively associated with affective organizational

t-

20

intention of employee exploitation, showed a significant negative relationship with

or

affective organizational commitment.

R

ep

In the same vein, this project found support that more important than hours of

iti

es

training was the interpretations that temporary workers made about this practice.

tiv

When temporary workers considered that training enhances their employability,

ev ct

Ac

workers’ special needs (De Cuyper and De Witte, 2008) – they reciprocated this positive action with their affective commitment toward the organization (Gouldner,

Pr

oj

1960). This project also found that training was related to lower exhaustion among



temporary workers. Training promotes workers’ employability, which has long been

Ph

d)

recognized as an important resource to combat employment insecurity (Forrier and

be l(

Sels, 2003), hence being associated with lower strain (Xanthopoulou, Bakker,

m

Demerouti, and Schaufeli, 2007) and higher well-being (Batt, 2002).

C

ha

Our results also supported a positive relationship between affective commitment



toward the client company and affective commitment toward the agency organization.

ia

Jo

These results are consistent with previous research on temporary agency workers



©



M

ar

(Connelly et al., 2007; Lapalme, et al., 2011). This allows us to conclude that,

although the two commitments are different, they are strongly related to one another, which adds an extra relevance to the adequate management of each of these attitudes. Limitations and future research This project has a number of limitations that need to be acknowledged. First, this

33

Maria José Chambel

TAW PROJECT - 2009-2011

project has a cross-sectional design and it does not allow causal relationships to be established among the variables. However, the hypothesized relationships were based

1

09

method variance. Nevertheless, the research was focused on workers’ perceptions and

-2 01

reported data, which raises the question of results being contaminated by the common



on generally theoretical presupposes. Second, variables were assessed through self-

t-

20

reactions to their employment relationship and self-reported data seemed appropriate

or

in this case. Moreover, as referred to by Spector (2006), common method variance

R

ep

concerns associated with heavy reliance on self-reported data measurements may be

iti

es

overstated. Still, in order to minimize the impact of common method variance, the

tiv

statistic analysis followed several methodological and statistical recommendations of

ev ct

Ac

Podsakoff, MacKenzie and Podsakoff (2003). Third, the project samples were bluecollar workers and contact centre operators and the possibilities for generalization to

Pr

oj

other occupational groups needs to be demonstrated. However, these workers represent



sectors that employ a large percentage of temporary workers (CIETT, 2011). Fourth,

Ph

d)

also related to generalization, the data was only collected from organizations that used

be l(

TAW to increase flexibility and adjust the number of workers to the productivity

m

demands at any one time (Lautsch, 2002). However, the motive to use TAW is similar

C

ha

in other companies and the actions and treatment developed toward them is also



common. Fifth, the majority of project studies only analyzed psychological states –

ia

Jo

affective commitment, burnout and engagement – and not performance, an also



©



M

ar

important outcome of temporary workers. However, these psychological states have been the most frequently studied and the most related to workers’ performance (Meyer, Stanley, Herscovitch, and Topolnytsky, 2002; Riketta, 2002, 2008; Taris,

2006; Harter, Schmidt, and Hayes, 2002). Finally, temporary workers at organizations where this research was carried out had similar work conditions, treatment and

34

Maria José Chambel

TAW PROJECT - 2009-2011

training opportunities as permanent workers and this condition may have been directly related to their psychological states (Torka and Schyns, 2010).

1

09

permit analyze causal relationship between variables. The analyze of different

-2 01

limited knowledge. Future researches projects should include longitudinal studies that



Temporary agency work is a complex reality about which we still have relatively

t-

20

pathways - different reassignments at the same or different clients, establishing a

or

permanent contract at the client or at the agency – will permit examine the extent to

R

ep

which the desires and opportunities that TAW have over time explain their well-

iti

es

being, attitudes and behaviours. On the other hand, it is important design studies to

tiv

replicate the findings reported in the actual project but among temporary agency

ev ct

Ac

workers with different conditions, namely not having the same work conditions, treatment and training opportunities as permanent workers or having high

Pr

oj

voluntariness about their status. Furthermore, the theoretical model that was tested in



this research should be enriched with the inclusion of different variables to enable a

Ph

d)

better explanation of the employment relationship and temporary workers’

be l(

psychological states. For example, we considered that temporary workers experience

m

stressful situations that are attenuated with HRM and, consequently, workers feel

C

ha

lower burnout and higher engagement. However we only analyze HR practices and it



is possible that the stress felt by temporary workers cannot be attenuated by these

ia

Jo

practices. In fact work demands and resources may be relevant to explain temporary



©



M

ar

workers’ stress. Thus, future research should include work stress measures and control the possible effect of other demands and resources permitting further knowledge about the role of HRM to explain temporary agency workers’ stress. Moreover, HRM should only entail a social exchange relationship when it is perceived by workers as an organizational intention to satisfy their need or as a

35

Maria José Chambel

TAW PROJECT - 2009-2011

support action signaling fair treatment. Future studies need also to include these variables to explain the responses of temporary agency workers. Finally, though we

t-

20

Practical Implications

or

This project has several implications for the daily management of temporary

R

ep

workers. First, based on results, it is possible to conclude that it is also possible for

iti

es

temporary workers to develop a social exchange employment relationship. Through a

tiv

system of HRM practices that include a good integration and socialization in

ev ct

Ac

organization, a clear and fair performance appraisal and training actions that promoted employability, organizations signal their support to TAW and they

Pr

oj

reciprocate with a positive attitude towards the organization and exhibit lower strain



and higher engagement. These outcomes have been pointed in the literature as

Ph

d)

priorities in the study of temporary workers and their employment relationships (De

be l(

Cuyper et al., 2008). This project shed more light onto this literature, demonstrating

m

the role of HRM regarding these outcomes. Research developed in different

C

ha

organizational contexts has shown that temporary workers have noticeably fewer



opportunities for HRM practices (Aronsson, Gustafsson and Dallner, 2002; Feldman,

ia

Jo

Doerpinghaus and Turnley, 1994; Virtanen, Kivimäki, Virtanen, Elovainio and

©



M

ar

Vahtera, 2003). This study may contribute to changing this situation. Investment in



1

09

performance and OCBs should be analyzed in future research.

-2 01

analyzed in this project, relationships with other outcome variables such as task



could report some correlations that illustrate the meaning of the psychological states

HRM is good for both temporary workers and organizations, contributing to an effective employment relationship. The system of HR practices is fundamental for the management of temporary workers as it is related to higher levels of affective commitment and lower strain and higher engagement. Establishing and maintaining

36

Maria José Chambel

TAW PROJECT - 2009-2011

these psychological states is vital to organizational effectiveness as it affects critical behaviors such as task performance and organizational citizenship behaviors (Meyer

1

09

psychological contract. This is highly relevant since it is also through the fulfillment

-2 01

project results showed that HRM system is also associated with the fulfillment of



et al., 2003; Riketta, 2002, 2008; Taris, 2006; Harter, et al., 2002). Furthermore, this

t-

20

of psychological contract that HRM system contributes to workers’ positive

or

outcomes. One the other hand, we found that answers to HRM practices depend from

R

ep

the interpretations that TAW made about organization’s intentions. Managers can act

iti

es

on the communication of the HR practices (Guzzo and Noonan, 1994) so that

tiv

interpretations are more positive. Top managers and direct supervisors may influence

ev ct

Ac

HR attributions by adequately communicating the reasons behind HR practices when an employee enters the organization and by reinforcing those statements while the HR

Pr

oj

practices are being implemented. In particular, transmitting the ideas of preoccupation



with service quality and concern with worker employability and well-being, may lead

Ph

d)

to more positive answers. Furthermore, our results indicated that there is an

be l(

opportunity to influence workers’ answers in the context of temporary workers’

m

management by providing appropriate relationships with the supervisor. This

C

ha

proximal agent is regarded as the organization and the social exchange with the host



organization occurs through his/her actions (Lewin, 1943). Finally, the results of our

ia

Jo

project showed for managers that TAW developed a double commitment, one toward



©



M

ar

agency and the other toward client organization. They should develop a HRM partnership to secure a good treatment of TAW: agency has a responsibility to choose a client organization that satisfies their needs; client has the responsibility to ensure a fair treatment (Lapalme et al., 2011). Finally, we believe this study has critical societal implications. Given the growth

37

Maria José Chambel

TAW PROJECT - 2009-2011

of the number of temporary workers, it is vital that equal-treatment between temporary and permanent workers is assured in organizations (Commission of the

t-

1

20

09

be a new avenue to putting an end to discrimination against temporary workers.

-2 01

positively associated with favorable outcomes; hence we believe this HR practice can



European Communities, 2002). Our results demonstrated that HRM system is

or

References

R

ep

Aggarwal, U., and Bhargava, S. (2009). Reviewing the relationship between human

iti

es

resource practices and psychological contract and their impact on employee

tiv

attitude and behaviours: A conceptual model. Journal of European Industrial

ev ct

Ac

Training, 33(1), 4-31.

Aronsson, G., Gustafsson, K. and Dallner, M. (2002), Work environment and health in



Psychology, 11(2), 151-175.

Pr

oj

different types of temporary jobs. European Journal of Work and Organizational

Ph

d)

Bakker, A. B., and Demerouti, E. (2007). The Job Demands-Resources model: state

be l(

of the art. Journal of Managerial Psychology, 22(3), 309-328.

m

Batt, R. (2002). Managing costumer services: human resources practices, quit rates

C

ha

and sales growth, Academy of Management Journal, 45, 587-97.



Bauer, T. N., Erdogan, B., Liden, R. C., and Wayne, S. J. (2006). A longitudinal study

and turnover during new executive development. Journal of Applied Psychology, 91, 298-310.



©



M

ar

ia

Jo

of the moderating role of extraversion: Leader-member exchange, performance,

Benson, G. S. (2006). Employee development, commitment and intention to turnover: a test of ‘employability’ policies in action. Human Resource Management, Journal, 16(2), 173-192.

38

Maria José Chambel

TAW PROJECT - 2009-2011

Berntson, E., and Marklund, S. (2006). The relationship between employability and subsequent health. Sixth Conference on Psychology & Health, 8–10 de Maio,

Blau, P. (1964). Exchange and power in social life. New York: Wiley.

09

Brislin R. (1980). Translation and content analysis of oral and written materials. In H.

-2 01

1



Kerkrade, Holanda.

t-

20

Triandis, W. Lambert, J. Berry and W. Lonner (Eds), Handbook of Cross-Cultural

or

Psychology (pp. 389-444). Boston: Allyn and Bacon.

R

ep

Bryant, F., and Veroff, J. (2007). Savoring. A new model of positive experience. New

iti

es

Jersey: Lawrence Erlbaum Associates, Inc.

tiv

Castanheira, F., and Chambel, M.J. (2010). Reducing burnout in call centers through

ev ct

Ac

HR practices. Human Resource Management, 49(6), 1047-1065. Chambel, M.J. (No prelo, 2012). Explaining nurses’ engagement and performance

Pr

oj

with social exchange with hospital. Ciência & Trabalho (Special number about



work engagement).

Ph

d)

Chambel, M.J., and Alcover, C.M. (2011). Psychological contract of call-center

be l(

workers: Working conditions, satisfaction and civic virtue behaviors. Economic

m

and Industrial Democracy, 32(1), 115-134.

C

ha

Chambel, M. J., and Castanheira, F. (2006). Different temporary work status, different



behaviors in organization. Journal of Business and Psychology, 20, 351-367.



©



M

ar

ia

Jo

Chambel, M. J., and Castanheira, F. (2007). They don’t want to be temporaries: Similarities between temps and core workers. Journal of Organizational Behavior, 28, 943-959. Chambel, M.J., and Oliveira-Cruz, F. (2010). Breach of psychological contract and the development of burnout and engagement: A longitudinal study among soldiers on a peacekeeping mission. Military Psychology, 22(2), 110-127.

39

Maria José Chambel

TAW PROJECT - 2009-2011

CIETT (International Confederation of Private Employment Agencies) (2011), The agency work industry around the world, CIETT, Brussels.

1

20

09

workers (COM (2002) 149 v. 20.3.2002). Brussels.

-2 01

European Parliament and the Council on working conditions for temporary



Commission of the European Communities (2002). Proposal for a directive of the

t-

Connelly, C.E., Gallagher, D.G. and Gilley, K.M. (2007). Organizational commitment

ep

or

among contracted employees: A replication and extension with temporary workers.

R

Journal of Vocational Behavior, 70(2), 326-335.

iti

es

Conway, N., and Briner, R.B. (2002). A daily diary study of affective responses to

Ac

tiv

psychological contract breach and exceeded promises. Journal of Organizational

ev ct

Behavior, 23, 287-302.

oj

Coyle-Shapiro, J.A-M., and Conway, N. (2005). Exchange relationships: An

Pr

examination of psychological contracts and perceived organizational support.

d)



Journal of Applied Psychology, 90(4), 774-781.

Ph

Coyle-Shapiro, J. A-M., and Kessler, I. (2002). Contingent and non-contingent

be l(

working in local government: Contrasting psychological contracts. Public

ha

m

Administration, 80, 77-101.

C

Coyle-Shapiro, J., and Morrow, P. (2006). Organizational and client commitment

Jo



among contracted employees. Journal of Vocational Behavior, 68(3), 416-431.



©



M

ar

ia

Dansereau.F. Jr., Graen. G., and Haga, W. J. (1975). A vertical dyad linkage approach to leadership within formal organizations: A longitudinal investigation of the rolemaking process. Organizational Behavior and Human Performance, 13, 46-78. De Cuyper, N., De Jong, J., De Witte, H., Isaksson, K., Rigotti, T., and Shalk, R. (2008). Literature review of theory and research on psychological impact of

40

Maria José Chambel

TAW PROJECT - 2009-2011

temporary employment: Toward a conceptual model. International Journal of Management Reviews, 10, 25-51.

t-

20

387.

ep

or

De Cuyper, N., Witte, H.D., Kinnunen, U. and Natti, J. (2010). The relationship

R

between job insecurity and employability and well-being among finnish temporary

iti

es

and permanent employees. International Studies of Managment & Organization,

Ac

tiv

40(1), 57-73.

ev ct

De Jong, J., De Cuyper, N., De Witte, H., Silla, I., and Bernhard-Oettel, C. (2009).

Pr

of Manpower, 30(3), 237-252.

oj

Motives for accepting temporary employment: A typology. International Journal

d)



Dulac, T., Coyle-Shapiro, J.A-M., Henderson, D., and Wayne, S. (2008). Not all

Ph

responses to breach are the same: A longitudinal study examining the

be l(

interconnection of social exchange and psychological contract processes in

ha

m

organizations. Academy of Management Journal, 51(6), 1079-1098.

C

Eisenberger, R., Fasolo, P., and Davis-LaMastro, V. (1990). Perceived organizational

Jo



support and employee diligence, commitment and innovation. Journal of Applied

ia

Psychology, 75, 51-59.

©



M

ar

Eisenberger, R., Huntingon, R., Hutchison, S., and Sowa, D. (1986). Perceived



1

09

intentions. European Journal of Work and Organizational Psychology, 17, 363–

-2 01

temporary employment: Associations with attitudes, well-being and behavioural



De Cuyper, N., and De Witte, H. (2008). Volition and reasons for accepting

organizational support. Journal of Applied Psychology, 71, 500-507. Feldman, D.C., Doerpinghaus, H.I., and Turnley W.H. (1994). Managing temporary workers: A permanent HRM challenge. Organizational Dynamics, 23, 49-63.

41

Maria José Chambel

TAW PROJECT - 2009-2011

Forde, C., and Slater, G. (2006). The nature and experience of agency working in Britain. What are the challenges for human resource management? Personnel

Forrier, A., and Sels, L. (2003). Temporary employment and employability: Training

20

09

opportunities and efforts of temporary and permanent employees in Belgium,

-2 01

1



Review, 35, 141-157.

t-

Work, Employment and Society, 17(4), 641- 666.

ep

or

Gakovic, A., and Tetrick, L.E. (2003). Psychological contract breach as a source of

R

strain for employees. Journal of Business and Psychology, 18(2), 235-246.

iti

es

Gallagher, D.G., and Connelly, C.E. (2008). Nonstandard work arrangements:

Ac

tiv

meaning, evidence and theoretical perspectives. In J. Barling, J. and C.L. Cooper

ev ct

(Eds.), The Sage Handbook of Organizational Behavior (vol. 1, pp. 621-640). Los

oj

Angeles, SA: Sage.

Pr

Gerstner, C.R. and Day, D.V. (1997). Meta-analytic review of leader- member

Ph

82(6), 827-844.

d)



exchange theory: Correlates and construct issues. Journal of Applied Psychology,

m

R.A.

and

Noonan,

K.A.

(1994).

Human

resources

practices

as

C

Guzzo,

ha

161-178.

be l(

Gouldner, A.W. (1960). The norm of reciprocity. American Sociological Review, 25,

Jo



communications and the psychological contract. Human Resource Management,

ia

33(3), 447-462.



©



M

ar

Hannah, D.R. and Iverson, R.D. (2004). Employment relationships in context: Implications for policy and practice. In J.A-M Coyle-Shapiro, L.M. Shore, S.M. Taylor, and L. Tetrick, (Eds.), The employment relationship: Examining psychological and contextual perspectives (pp332-350). Oxford: Oxford University Press.

42

Maria José Chambel

TAW PROJECT - 2009-2011

Harter, J.K., Schmidt, F.L., and Hayes, T.L. (2002). Business-unit-level relationship between employee satisfaction, employee engagement, and business outcomes: a

09

A. Howard, (Eds), The Essentials of the New Workplace: A Guide to the Human

-2 01

Holman, D. (2005). Call centres. In D. Holman, T.D. Wall, C. Clegg, P. Sparrow, and

1



meta-analysis. Journal of Applied Psychology, 87, 268-79.

t-

20

Impact of 175 Modern Work Practices (pp. 111-131)- New York, NY: John

or

Wiley and Sons.

R

ep

Karasek R.A. (1989). Control in the workplace and its health-related aspects. In S.L.

iti

es

Sauter, J.J. Hurrell, and C.L. Cooper (Eds.), Job Control and Worker Health (pp.

tiv

129-159). Nova Iorque: Wiley.

ev ct

Ac

Kluytmans, F. and Ott, M. (1999). Management of employability in The Netherlands. European Journal of Work and Organizational Psychology, 8, 261-72.

Pr

oj

Koh, W.L. and Yer, L.K. (2000). The impact of the employee-organization



relationship on temporary employees’ performance and attitude: Testing a

Ph

d)

Singaporean sample. International Journal of Human Resource Management, 11,

be l(

366-87.

m

Kinnie, N., Hutchinson, S., and Purcell, J. (2000). Fun and surveillance: The paradox

C

ha

of high commitment management in call centres. International Journal of Human

Jo



Resource Management, 11, 967-985.



©



M

ar

ia

Koene, B. and Van Riemsdijk, M. (2005). Managing temporary workers: Work identity, diversity and operational HR choices. Human Resource Management Journal, 15(1), 76–92. Lapalme, M.E., Simard, G. and Tremblay, M. (2011). The influence of psychological contract breach on temporary workers’ commitment and behaviors: A multiple agency perspective. Journal of Business and Psychology, 26(3), 311-324.

43

Maria José Chambel

TAW PROJECT - 2009-2011

Lautsch, B. A. (2002). Uncovering and explaining variance in the features and outcomes of contingent work. Industrial and Labor Relations Review, 56(1), 23-

09

292–310.

-2 01

Lewin, K. (1943). Defining the “field at a given time”. Psychological Review, 50,

1



43.

t-

20

Liden, R. C., Wayne, S. J., Kraimer, M. L., and Sparrowe, R. T. (2003). The dual

or

commitments of contingent workers: An examination of contingents’ commitment

R

ep

to the agency and the organization. Journal of Organizational Behavior, 24(5),

iti

es

609-625.

Ac

ev ct

contract. Employee Relations, 23, 454-467.

tiv

Marks, A. (2001). Developing a multiple foci conceptualization of the psychological

Marques Pinto, A. (2000). Burnout profissional em professores portugueses:

Pr

oj

Representações sociais, incidência e preditores [Burnout in Portuguese teachers:



Social representations, incidence and predictors]. PhD Psychology Thesis, not

Ph

d)

published. Lisbon: University of Lisbon.

be l(

McLean Parks, J., Kidder, D.L., and Gallagher, D.G. (1998). Fitting square pegs into

m

round holes: mapping the domain of contingent work arrangements onto the

C

ha

psychological contract. Journal of Organizational Behavior, 19(1), 697-730.



Menezes Santos, C., and Marques-Pinto, A. (2008). Estudo de tradução e adaptação



©



M

ar

ia

Jo

da WOSC – Ways of Savoring Checklist de Bryant e Veroff (2007), Internal report, not publishes.

Meyer, J.P., Allen, N.J., and Smith, C. (1993). Commitment to organizations and occupations: Extension and test of a three-component conceptualization. Journal of Applied Psychology, 78, 538-551.

44

Maria José Chambel

TAW PROJECT - 2009-2011

Meyer, J. P., Stanley, D. J., Herscovitch, L., and Topolnytsky, L. (2002). Affective, continuance, and normative commitment to the organization: A meta-analysis of

20–52.

09

Nishii, L.H., Lepak, D.P., and Schneider, B. (2008). Employee attributions of the

-2 01

1



antecedents, correlates, and consequences. Journal of Vocational Behavior, 61(1),

t-

20

‘why’ of HR practices: their effects on employee attitudes and behaviors, and

or

customer satisfaction. Personnel Psychology, 61, 503-545.

R

ep

Parzefall, M-R. and Hakanen, J. (2010). Psychological contract and its motivational

iti

es

and health-enhancing properties. Journal of Managerial Psychology, 25(1), 4-21.

tiv

Podsakoff, P.M., MacKenzie, S.B., Lee, J.Y. and Podsakoff, N.P. (2003). Common

ev ct

Ac

method biases in behavioural research: A critical review of the literature and recommended remedies. Journal of Applied Psychology, 88(5), 879-903.

Pr

oj

Preacher, K.J. and Hayes, A. F. (2008). Asymptotic and resampling strategies for



assessing and comparing indirect effects in multiple mediator models. Behavior

Ph

d)

Research Methods, 40(3), 879–891.

be l(

Rhoades, L, and Eisenberger, R. (2002). Perceived organizational support: A review

m

of the literature. Journal of Applied Psychology, 87, 698-714.

C

ha

Rhoades, L., Eisenberger, R. and Armeli, S. (2001). Affective commitment to the



organization: The contribution of perceived organizational support. Journal of

ia

Jo

Applied Psychology, 86, 825-36.

meta-analysis, Journal of Organizational Behavior, 23(3), 257-266.



©



M

ar

Riketta, M. (2002). Attitudinal organizational commitment and job performance: A

Riketta, M. (2008). The causal relation between job attitudes and performance: A meta-analysis of panel studies. Journal of Applied Psychology, 93(2), 472-481.

45

Maria José Chambel

TAW PROJECT - 2009-2011

Rousseau, D. M. (1995). Psychological Contracts in Organizations. Thousand Oaks, CA: Sage.

1 09

Russell, B. (2008). Call centers: A decade of research. International Journal of

t-

20

Management Reviews, 10, 195-219.

or

Ryan, R.M., and Deci, E.L. (2000). Self-determination theory and the facilitation of

R

ep

intrinsic motivation, social development, and well-being. American Psychologist,

iti

es

55(1), 68-78.

tiv

Salanova, M., Lorente, L., Chambel, M.J., & Martínez, I. (2011). Linking

ev ct

Ac

transformational leadership to nurses’ extra-role performance: The mediating role of self-efficacy and work engagement. Journal of Advanced Nursing, 67(10),

oj Pr



Scandura, T.A., and Graen, G.B. (1984). Moderating effects of initial Leader-Member

Ph

d)

Exchange status on the effects of a leadership intervention. Journal of Applied

be l(

Psychology, 69, 428-436.

m

Schaufeli, W.B., Leiter, M., Maslach, C. and Jackson, S. (1996). Maslach burnout

C

ha

inventory-general survey. In C. Maslach, S. Jackson and M. Leiter (Eds.), The



Maslach burnout inventory – test manual (3. edt., pp.19-26). Palo Alto, CA:

ia

Jo

Consulting Psychologists Press.

©



M

ar

Schaufeli, W.B., and Salanova, M. (2007). Work engagement: An emerging



-2 01

Carnegie Mellon University, Pittsburgh.

2256-2266.



Rousseau, D.M. (2000), Psychological Contract Inventory Technical Report,

psychological concept and its implications for organizations. In S.W. Gilliland, D.D. Steiner and D.P. Skarlicki (Eds.), Research in Social Issues in Management: Managing Social and Ethical Issues in Organizations (Volume 5, pp. 135-177). Greenwich: Information Age Publishers.

46

Maria José Chambel

TAW PROJECT - 2009-2011

Schaufeli, W.B., Salanova, M., Gonzalez-Roma, V., and Bakker, A. (2002). The measurement of burnout and engagement: A confirmatory factor analytic

Schreurs, B., Van Emmerik, H., Notelaers, G. and De Witte, H. (2010). Job insecurity

20

09

and employee health: The buffering potential of job control and job self-efficacy.

-2 01

1



approach. Journal of Happiness Studies, 3, 71–92.

t-

Work & Stress, 24(1), 56-72.

ep

or

Shore, L.M., Tetrick, L.E., Taylor, M.S., Coyle-Shapiro, J.A-M., Liden, R.C.,

R

McLean Parks, J., Morrison, E.W., Porter, L.W., Robinson, S.L., Roehling, M.V.,

iti

es

Rousseau, D.M., Schalk, R., Tsui, A.S., and Van Dyne, L. (2004). The employee-

Ac

tiv

organization relationship: A timely concept in a period of transition. Research in

ev ct

Personnel and Human Resources Management, 23, 291-370.

oj

Spector, P.E. (2006). Method variance in organizational research: truth or urban

Pr

legend? Organizational Research Methods, 9, 221-232.

d)



Suazo, M.M., Martínez, P.G. and Sandoval, R. (2009). Creating psychological and

Ph

legal contracts through human resource practices: A signalling theory perspective.

be l(

Human Resource Management Review, 19(2), 154-166.

ha

m

Sverke, M., Gallagher, D.G. and Hellgren, J. (2000). Alternative work arrangements:



C

Job stress, well-being and pro-organizational attitudes among employees with

Jo

different employment contracts. In K. Isaksson, C. Hogstedt, C. Eriksson and T.



©



M

ar

ia

Theorell (Eds.), Health Effects of the New Labour Market, New York: Plenum.

Takeuchi, R., Lepak, D.P., Wang, H., and Takeuchi, K. (2007). An empirical examination of the mechanisms mediating between high-performance work systems and the performance of Japanese organizations. Journal of Applied Psychology, 92, 1069-1083.

47

Maria José Chambel

TAW PROJECT - 2009-2011

Taris, T. W. (2006). Is there a relationship between burnout and objective performance? A critical review of 16 studies. Work & Stress, 20: 4, 316-334.

a

forgotten

1

perspective:

Employers

20

Exploring

t-

relationship.

09

Torka, N., Looise, J. K., and Van Riemsdijk, M. (2005). Commitment and the new

ep

or

commitment. Management Revue, 16(4), 525-539.

R

Torka, N., and Schyns, B. (2007). On the transferability of ‘traditional’ satisfaction

Ac

tiv

iti

es

theory to non-traditional employment relationships: Temp agency work satisfaction. Employee Relations, 29(5), 440-457.

ev ct

Van Dyne, L., and Ang, S. (1998). Organizational citizenship behavior of contingent

oj

workers in Singapore. Academy of Management Journal, 41, 692-703.

Pr

Virtanen, M., Kivimäki, M., Virtanen, P., Elovainio, M. and Vahtera, J. (2003).

d)



Disparity in occupational training and career planning between contingent and

Ph

permanent employees. European Journal of Work and Organizational

be l(

Psychology, 12(1), pp.19-36.

ha

m

Xanthopoulou, D., Bakker, A. B., Demerouti, E. and Schaufeli, W. B. (2007). The

C

role of personal resources in the job demands-resources model, International

Jo



Journal of Stress Management, 14(2), 121–141.



©



M

ar

ia

Wayne, S.J., Shore, L.M. and Liden, R.C. (1997). Perceived organizational support and leader-member exchange: A social exchange perspective. Academy of Management Journal, 40, 82-111. Whitener, E. (2001). Do 'high commitment' human resource practices affect employee commitment? A cross-level analysis using hierarchical linear modeling. Journal of Management, 27(5), 515-535.

48

-2 01

thinking or HR challenge? Management Review, 15(3), 324-343.

employment



Torka, N. (2004). Atypical employment relationships and commitment: Wishful

Maria José Chambel

TAW PROJECT - 2009-2011

Williams, L. J., and Anderson, S. E. (1991). Job satisfaction and organizational commitment as predictors of organizational citizenship and in–role behaviors.

-2 01

resource management. Human Resource Management Review, 1, 203-225.

09

Wright, P.M. and Snell, S.A. (1991). Toward an integrative view of strategic human

1



Journal of Management, 17, 601–617.

t-

20

Zacharatos, A., Barling, J., and Iverson, R.D. (2005). High-performance work

or

systems and occupational safety. Journal of Applied Psychology, 90(1), 77–93.

R

ep

Zhao, H, Wayne, S.J., Glibkowski, B.C. and Bravo, J. (2008). The impact of

iti

es

psychological contract breach on work-related outcomes: A meta-analysis.



©



M

ar

ia

Jo



C

ha

m

be l(

Ph

d)



Pr

oj

ev ct

Ac

tiv

Personnel Psychology, 60(3), 647-680.

49