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Temporary employment: can organizations and employees both win?

Article Abstract:

The employment landscape has been significantly transformed by the immense popularity of temporary workers. It is estimated that the temporary services business has grown more than 360% since 1982, and that 90% of employers currently employ temporary workers. This work option offers a number of benefits, including reduced costs, enhanced flexibility and avoidance of other problems associated with permanent employment. However, there are also certain pitfalls that have to be considered, including temps who are less skilled or less committed to the work. Guidelines for managing temporary employees are presented.

Analysis, Management, Temporary employment, Temporary employees

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Attributions and exchanges: the effects of interpersonal factors on the diagnosis of employee performance

Article Abstract:

A study was conducted with 188 supervisors to assess the relationships among supervisory attributions, the exchange relationship between leaders and subordinates, and critical performance incidents. The results indicated that internal, but not external, attributions were significantly related to the leader-member exchange and to critical performance incidents. We discuss the implications of these findings. (Reprinted by permission of the publisher.)

Interpersonal communication, Business communication

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Employees' goal orientations, the quality of leader-member exchange, and the outcomes of job performance and job satisfaction

Article Abstract:

Relationships between a mastery orientation and leader rated in role job performance, leader-rated innovative job performance, and job satisfaction was demonstrated from a Dutch firm. Findings suggest that employees with stronger mastery orientations are more effective on the job because they tend to establish higher-quality exchanges with their supervisors.

United States, Science & research, Influence, Job satisfaction, Employee orientation, Employee performance

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