Abstracts: March 28th, 2002

By Jacqueline A-M. Coyle-Shapiro and Ian Kessler.Given that the contingent worker is likely to be a familiar presence in the public service workplace of the future, this paper explores the consequences of contingent work arrangements on the attitudes and behaviour of employees using the psychological contract as a framework for analysis. Drawing upon survey evidence from a sample of permanent, fixed term and temporary staff employed in a British local authority, our results suggest that contract status plays an important role in how individuals view the exchange relationship with their employer and how they respond to the inducements received from that relationship. Specifically, contingent employees are less committed to the organization and engage in organizational citizenship behaviour (OCB) to a lesser degree than their permanent counterparts. However, contrary to our hypothesis, the relationship between the inducements provided by the employer and OCB is stronger for contingent employees. Such findings have implications for the treatment of contingent and non-contingent employees in the public services.

Public Money and Management ISSN: 0033-3298


To purchase this article you may use Ingento Pay Per View Service to view the complete article. Go to www.ingenta.com , select ‘Browse Publications’, locate the article you want and follow the on-screen instructions. You will be prompted to enter your credit card details.


The next edition of Publicnet Briefing will appear on Wednesday 3rd April 2002.