Contingent worker monetary influence, work attitudes and behavior
| DOI | https://doi.org/10.1108/PR-05-2018-0170 |
| Pages | 1669-1684 |
| Published date | 04 November 2019 |
| Date | 04 November 2019 |
| Author | Daniel Johnson,Christopher J. Lake |
| Subject Matter | Hr & organizational behaviour |
Contingent worker monetary
influence, work attitudes
and behavior
Daniel Johnson and Christopher J. Lake
Department of Psychology, Kansa State University, Manhattan, Kansas, USA
Abstract
Purpose –The purpose of this paper is to examine the relationships between pay satisfaction, global job
satisfaction, loyalty and organizational citizenship behaviors (OCBs) –as they all pertain to contingent
workers. The proposed model suggests, due to the nature of contingent work, pay satisfaction will influence
the above variables. Additionally, this study aims to explore the relationship between pay satisfaction and
OCB directed toward an individual employee.
Design/methodology/approach –This study used a cross-sectional research design, administering a
web-based survey to the participants (n¼117) for data collection. Hierarchical regression, correlation and
relative importance analyses were used for hypothesis testing.
Findings –The results suggest pay satisfaction of contingent workers is positively related to global job
satisfaction, loyaltyto a hiring agency,loyalty toa client company andOCB directed towarda client organization.
Originality/value –The primary contribution of the current study was the assessment of extrinsic rewards
and their relationship to job satisfaction, loyalty and OCBs among contingent workers. This appears to be the
first study to assess the relationship between pay satisfaction and loyalty, along with OCBs of contingent
workers. The findings establish the importance of pay when loyalty to both staffing agency and client
company is considered.
Keywords Quantitative, Pay, Organizational citizenship behaviour (OCB), Loyalty,
Psychological contract, Employee satisfaction, Temporary workers
Paper type Research paper
One of the most notable trendsin workforce management is the movementfrom a traditional
workforceto the use of contingent workers.A recent projection publishedby the US Bureau of
Labor Statistics (BLS) indicated contingent employment will rise from 4m in 2012 to an
estimated 5m in 2022 –makingit one of the fasting growing employmentsubsections in the
American workforce (Woodward, 2013). The BLS defines contingent workers as individuals
who do not have implicitor explicit contract for ongoing employment, and do not expect their
jobs to be long-term. This classification includes independent contractors, on-call workers,
temporary agency workers and workers provided by contract firms.
A Maritis/Marist poll found one in five current American workers are contract workers
(NPR/Marist, 2018), and Intuit (2010) estimated that by the year 2020, 40 percent of the US
workforce will be made up of independent contractors. While there is an abundance of research
concerning the behavioral motivators of traditional, full-time, benefit-receiving employment,
the scientific literature aimed at understanding the contingent workforce is lacking (Ashford
et al., 2007; Bidwell et al., 2013). Considering the wants, needs and requirements of the
contingent worker will give organizations an advantage when recruiting and retaining top
contingent talent (Ramlall, 2004). Given the limited research on con tingent workers, it is unclear
if the customary work behavior research, investigating worker motivation and related
behavioral outcomes, will hold for the contingent worker subset. As the scale of employment
type continues to tip toward contingency, a comprehensive understanding of the attitudes and
associated behaviors of these types of workers will become invaluable.
Self-determination theory (Deci and Ryan, 1885; Ryan and Deci, 2000) posits that
human beings have an inherent interest in self-growth and autonomy; however, not all
Personnel Review
Vol. 48 No. 7, 2019
pp. 1669-1684
© Emerald PublishingLimited
0048-3486
DOI 10.1108/PR-05-2018-0170
Received 12 May 2018
Revised 12 May 2018
Accepted 11 November 2018
The current issue and full text archive of this journal is available on Emerald Insight at:
www.emeraldinsight.com/0048-3486.htm
1669
Work attitudes
and behavior
studies support that theory. Haivas et al. (2014) observed the motivation patterns of
349 Romanian volunteers and the results produced two sections, one that rated highly in
a need for autonomy and competence, the other with lower levels. The researchers
discovered that while the two groups differed considerably in size, a substantial section
of the sample was comprised of individuals with a low need for autonomy. That same
subsection was thought to favor extrinsic values more highly than their counterparts
(Haivas et al., 2014). Chambel et al. (2016) set out to identify psychological contract
(PC) profile differences between permanent workers and temporary agency workers. PC
theory, rooted in social exchange theory, states that one party’s actions are reliant upon
the actions of a reciprocating party (Chambel et al., 2016). The theory distinguishes four
PC typologies: relational, balanced, transitional and transactional, with the latter being a
classification of workers that value tangible/monetary exchange promises.
The researchers discovered temporary agency workers were more likely to fit into the
transactional PC dominant profile when compared to their permanently employed
counterparts. These research studies highlight the importance of distinguishing
possible motivational differences when evaluating the behaviors and attitudes of
contingent workers.
Guided by recent findings, this study aims to identify the relationship between extrinsic
reward and work-related behaviors, and attitudes of contingent workers. Pay satisfaction is
assessed in relation to global job satisfaction, loyalty and organizational citizenship
behaviors (OCBs). This study also recognizes the unique relationship contingent workers
share with both client companies and hiring agencies. Juxtaposed with traditional full-time
workers, contingent workers balance dual relationships throughout their employment cycle.
This distinction is appreciated in the data collection portion of this study. Prior research
pertaining to the pay satisfaction, job satisfaction, loyalty and OCBs of the Western
workforce has provided guidance and direction to the personnel management field.
Examinations of the same topics pertaining to contingent workers are scarce; but, some
studies have broached the discussion. A qualitative review of available data, considering the
psychological contrast between flexible employees and their employers produced a
noteworthy conclusion. The review found temporary employees who participate in contract
work by choice, might be more extrinsically motivated than their permanently employed
counterparts (Guest, 2004). Moore (2009) measured the motives of job satisfaction among
contract workers. Positive correlations were observed between extrinsic motivation factors
that could include pay; however, the research was limited to employees who worked in the
event production field.
This study strives to build on the established research regarding pay satisfaction
and global job satisfaction of contingent workers, as well as to be the first to include
discussion pertaining to pay satisfaction and its relationship to OCBs and loyalty of the
contingent workforce.
Theoretical background
The following section is intended to review previous literature examining the variables
selected in this study. This review is limited to investigating these variables as they have
been utilized to assess the contingent worker sample.
Pay satisfaction
A prominent concern for any organization is employee motivation, and it is would seem
almost impossibleto discuss work motivationwithout considering compensation. Universally
understood across culture and time periods, the human ability to reason perpetuates a
necessity of transaction to commit work. Academics like Hoppock (1935) and Adams (1965)
build upon these ideas to create the foundation for pay satisfaction.
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