Given increasing uncertainty in the global business environment, the use of temporary employment in organizations has increased significantly in the last decade in the Europe, North America and Asia. Adopting a 'psychological contract perspective', we examined the attitudinal and behavioural consequences when the promises of permanent employment to temporary employees are broken repeatedly. Past research has focused mainly on the organizational benefits of using temporary employees. In contrast, the results of our empirical study indicated that continuous extension of involuntary temporary status resulted in lower self-reported and co-worker-rated organizational citizenship behaviours, higher self-reported and co-worker ratings of job neglect, and increased turnover intentions. The implications of psychological contract breach in terms of managing a temporary workforce are discussed.
|Title of host publication||27th ANZAM|
|Subtitle of host publication||Managing on the edge|
|Place of Publication||Australia|
|Number of pages||28|
|Publication status||Published - 2013|
|Event||27th Australian and New Zealand Academy of Management Conference: ANZAM 2013 - Hotel Grand Chancellor, Hobart, Australia|
Duration: 04 Dec 2013 → 06 Dec 2013
|Conference||27th Australian and New Zealand Academy of Management Conference|
|Abbreviated title||Managing on the Edge|
|Period||04/12/13 → 06/12/13|
Azaz, A. D., D'Netto, B., & Erich Fein, D. (2013). Broken Promises: Consequences of Continuous Extension of Involuntary Temporary Employment Status. In 27th ANZAM: Managing on the edge (pp. 1-28). ANZAM.