Different Temporary Work Status, Different Behaviors in Organization

• Published in: Journal of business and psychology 2006-03, Vol.20 (3), p.351-367
• Main Authors: Chambel, Maria José, Castanheira, Filipa
• Format: Article
• Language: English
• Subjects: Attitudes; Behavior; Business structures; Career development planning; Civics; Comparative studies; Developmental psychology; Employees; Employment; Flexibility; Hypotheses; Impact analysis; Industrial and organizational psychology; Labor force; Organizational behavior; Organizational psychology; Psychological aspects; Psychological research; Psychology; Social exchange theory; Social psychology; Temporary employment; Temporary labor
• ISSN: 0889-3268; 1573-353X
• DOI: 10.1007/s10869-005-9015-0

This study examined the contributions of the psychological contract framework to an understanding of the effects of different work statuses on employees' behavior. We compared temporary firm workers (n=71) with core workers (n=268) and direct-hire temporary workers (n=149) with core workers (n=42) in two different samples. As expected, temporary firm workers consider that they receive fewer socio-emotional inducements from the organization they work for (opportunities for promotion, career development, long-term employment), but direct-hire temporary workers who succeeded in having their contracts extended had a psychological contract in which socio-emotional components predominated. A psychological contract with a predominance of socio-emotional components was important for organizations because it mediated the influence of work status on civic virtue behaviors on the part of temporary firm workers, and directly and positively influenced these behaviors in direct-hired temporary workers (behaviors as assessed by their supervisors). Contrary to the hypothesis, psychological contract had a direct and positive influence on the in-role behavior of direct-hire temporary workers. The implications of the findings for psychological contract research are discussed.