The paper "Part-Time, Contract and Temporary Work" is a good example of management coursework. Part-time, contract or temporary job is whereby the employee is assigned work for a certain duration of time. These workers are sometimes referred to as the seasonal, freelance or interim depending on the context. Some of these jobs arise when there is work overload due to changes in seasons like the harvesting periods in the Agricultural sectors and in white-collar jobs. Professional employees are referred to as consultants. These workers can either be full-time or part-time depending on the individual cases or the program of the organization.
For example, an organization can decide to have its permanent workers work during the day and the temporary ones work during the nights or any other time when the other workers are not available like during the weekends. Some of the part-time workers leave when the contract is over like in the casual labor while the professionals are retained in their fields although they keep on completing and renewing their contracts, thus although their working is continuous, they work on cycles whereby once the contract period ends they renew another one (Cheng-Ping, 2009). The management of most of the organizations prefers this system for various reasons: it gives the workers an opportunity to gain experience and perfection in their working skills and also proof their working abilities to their employers hence before recruiting them for permanent positions; they are guaranteed of their performance.
The other common reason for preferring this system is because the services of the contractual are always cheap compared to the permanent one. Approaches to the management of the contingent workers The temporary workers need extra attention unlike the permanent ones because they mostly rely on instructions from the employers.
They are also under the strict supervision of their employers and work to the best so as to win the favor of the employers when it is time to renew their contracts or during the process of promoting them to the permanent positions. The management mostly considers the performance of the temporary workers to determine when and to what level they can be promoted to (Kate, 2005). Contingent Workforce Management gives guidance on the best strategic ways of managing the contingent workers in an organization in a way that it reduces the cost of the labor and minimizes the risks in the company when employing them.
Some of the temporary workers are those that are retired from another working environment hence are likely to join the news organization with their initial ways of doing things and are mostly not flexible to embrace new ways; others may not have had any experience in a working environment hence might cause difficulties orienting them and adapting the regulations of the concern organization. There are various approaches that the management of the organizations together with the contractual systems should put into consideration so as to run a successful program.
These approaches are based on the area of concern from the time of preparing the process of recruiting the workers, all through their working period and activities undertaken to the end of the contract. The most considered approaches are unitarist and pluralist.
Cheng-Ping, C. (2009). Individual Characteristics, Organizational Justice and Job Attitudes of Employees under Non-standard Work Arrangements: Study of Employees of International Tourist Hotels. International Journal of Management. Poole: Aug 2009. Vol. 26, Iss. 2; pg. 224, 16 pgs
Kate G. (2005). Managing your contingent workforce. Rutgers: Rutgers University
Dalton A. (2001). The power of one. Rutgers: Rutgers University
Jackson S., Randall S. & Werner S. (2008). Managing Human Resources. Stamford: Cengage Learning.
Jackson S., Randall S. & Werner S. (2008). Managing a global workforce: challenges and opportunities in international human resource management. California: M.E. Sharpe
Denisi A. & Griffin R. (2005).Human Resource Management. Oxford: Dreamtech Press.