The paper 'Contingent Workforce' is a great example of a Management Case Study. A group of people who get employed by a particular organization on a basis that is non-permanent is known as the contingent workforce. The contingent workforce may consist of contract workers, the temporary employees also known as the temps, the part-time employees, college interns, casual laborers, and the college interns (Waring, 2017). Numerous organizations usually experience some abrupt situations where they need to hire contingent staff. These situations may be unforeseen circumstances that may probably jeopardize the performance of the organization and therefore, usually needs immediate attention (Waring, 2017).
Therefore, it is usually essential for the managers of a given organization to foresee some of these potential emergencies so that they could prepare to address them in due time. Additionally, following the fact that the baby boomer generation has begun to go to retirement, it presents the dire need for the organizations to try and bridge the skills gap which is where the contingent workforce usually comes to play (Brady and Briody, 2016). This then means that organizations are spending more and more on this contingent workforce.
However, there are a various issue, benefits, and challenges which usually arise for the human resources as well as the organization when it comes to managing these contingent workers, both in the employers and employees perspectives which is what the paper will focus on evaluating. Issues in the Management of the Contingent Workers Typically, the Human Resource (HR) usually has to juggle various issues regarding the employees in an organization starting from their hiring to their management which then means that management of the contingent workers may be the last on their list (Arnold and Bongiovi, 2013).
Often, the regular employees of an organization are the ones that are given most of the attention because they are usually expected to stay with the company for a longer duration as compared to the contingent workforce (Arnold and Bongiovi, 2013). However, this is just one school of thought regarding the issue. There are various other HR professionals who have come to the realization that these contingent workers are not quite as trivial. From the perspective of these groups of HR professionals, they consider it an important thing to have a clear and practical concept regarding the ways in which these workers get hired, managed, and finally get released (Tweedie, 2013).
An organization that just makes use of these contingent workers but then fail to manage them in an efficient manner may be established for themselves a shaky ground when it comes to financial and legal perspectives (Tweedie, 2013). Aside from the issue of realizing the importance of the proper management of the contingent workers by the human resources and the organization in general, another issue is regarding the regular employees.
The HR professionals have been caught up in striving to balance the needs of the contingent workforce as well as that of the regular employees in such a way that none of them will feel looked down upon (Osnowitz and Henson, 2016). In most cases, the regular employees usually resent the contingent workforce, whether they are casual laborers or contractual workers. This is primarily because the regular employees usually feel as if these contingent workers basically rob them off some opportunities like the overtime opportunities or maybe robbing off someone who is deserving to get a full-time job in the same field (Osnowitz and Henson, 2016).
Additionally, these regular employees may be knowing have witnessed some job cuts of their colleagues only for their places to be taken up by the contingent workforce (Osnowitz and Henson, 2016). Therefore, HR professionals are usually responsible for addressing such issues so that they can manage to create harmony amongst all of these employees.
Allen, M., Liu, J., Allen, M and Imran Saqib, S 2016, Establishments’ use of temporary agency workers: the influence of institutions and establishments’ employment strategies. The International Journal of Human Resource Management, pp.1-24. DOI: 10.1080/09585192.2016.1172655
Arnold, D. and Bongiovi, J 2013, Precarious, Informalizing, and Flexible Work. American Behavioral Scientist, 57(3), pp.289-308. DOI: 10.1177/0002764212466239
Brady, M and Briody, A 2016, Strategic use of Temporary Employment Contracts as Real Options. Journal of General Management, 42(2), pp.31-56.
Dräger, V and Marx, P 2017, Do Firms Demand Temporary Workers When They Face Workload Fluctuation? Cross-Country Firm-Level Evidence. ILR Review, IZA Discussion Paper No. 6894. DOI: 10.1177/0019793916687718
Osnowitz, D and Henson, K 2016, Leveraging Limits for Contract Professionals. Work and Occupations, 43(3), pp.326-360. DOI: 10.1177/0730888416642599
Richardson, S., Lester, L. and Zhang, G 2012, Are Casual and Contract Terms of Employment Hazardous for Mental Health in Australia?. Journal of Industrial Relations, 54(5), pp.557-578. [DOI: 10.1177/0022185612454974]
Scheel, T., Rigotti, T. and Mohr, G 2013, HR practices and their impact on the psychological contracts of temporary and permanent workers. The International Journal of Human Resource Management, 24(2), pp.285-307. DOI:10.1080/09585192.2012.677462
Townsend, K. and Wilkinson, A 2013, Contingent management plans awaiting a contingency: the GFC and workplace change in the Australian hotels sector. Asia Pacific Business Review, 19(2), pp.266-278. DOI: 10.1080/13602381.2013.767640
Tweedie, D 2013, Precarious work and Australian labour norms. The Economic and Labour Relations Review, 24(3), pp.297-315. DOI: 10.1177/1035304613494521
Waring, P 2017, The Nature and Consequences of Temporary and Contract Employment in the Australian Black Coal Mining Industry. A journal of the social and economic relations of work, Vol. 14, issue 2, pp. 83-96. http://dx.doi.org/10.1080/10301763.2003.10669289