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Contingent workers: needs, personality characteristics, and work motivation

Vlad Vaiman (School of Business, Reykjavik University, Reykjavik, Iceland)
Jeanette Lemmergaard (Department of Marketing & Management, University of Southern Denmark, Odense M, Denmark)
Ana Azevedo (Faculty of Business, Athabasca University, Edmonton, Canada)

Team Performance Management

ISSN: 1352-7592

Article publication date: 23 August 2011

Abstract

Purpose

This paper seeks to challenge the claim that traditional and non‐traditional employees differ significantly in terms of their needs, personality characteristics, and work motivation patterns, by surveying management consultants in Canada.

Design/methodology/approach

The study is based on a quantitative online survey undertaken among 204 Canadian management consultants in 2008, representing both traditional employed consultants, contingent consultants, and company representatives.

Findings

The study demonstrated no significant differences with regard to needs, motivation, and personality characteristics between traditional and non‐traditional employed management consultants, which means that no significant changes to existing human resource management policies seem to be needed.

Originality/value

The existing literature on contingent employees' needs, personality characteristics and work motivation has mainly been devoted to the study of differences between traditional and non‐traditional work arrangements seen as single groups. This study extends and complements the understanding of the underlying dimensions of both the explicit and the implicit contract within the contingent management consultant‐organization relationship in order to explain the influence of these dimensions on the human resource management strategies. The underlying assumption is that non‐traditional work arrangements vary according to the type of job and the context in which the job is performed.

Keywords

Citation

Vaiman, V., Lemmergaard, J. and Azevedo, A. (2011), "Contingent workers: needs, personality characteristics, and work motivation", Team Performance Management, Vol. 17 No. 5/6, pp. 311-324. https://doi.org/10.1108/13527591111159036

Publisher

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Emerald Group Publishing Limited

Copyright © 2011, Emerald Group Publishing Limited