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This study aims to explore the influences of contingent workers on organizations’ innovation performance and develop a framework examining how innovation performance benefits from the utilization of contingent workers. Built up on a strategic human resource (HR) flexibility model, the importance of coordination flexibility of contingent worker skills and behaviors is highlighted.

Structural equation modeling is used to test the proposed hypotheses by using data collected from 163 paired surveys in Taiwan. The results provide support on the hypotheses.

The findings in this study highlight the coordination flexibility of contingent worker skills and behaviors, adaptive capability and knowledge integration on innovation performance in highly competitive industries. This study provides evidence linking coordination flexibility of contingent worker skills and behaviors and organizational innovation performance, and can contribute to the strategic HR management literature.

Coordination flexibility of contingent worker skills and behaviors contributes positively to innovation performance. According to the findings, managers should pay more attention on the contingent workers’ coordination practices to enhance organizational innovation performance in the manufacturing firms. In addition to the managerial implications, research limitations and future research directions are also discussed.

The purpose of this paper is to compare newcomers’ perceptions on how employers structure the socialization process in the core and peripheral workforce and to explore the proactivity of these new hires in form of information seeking behavior.

The data of this study were collected from a German sample with 359 contingent and permanent new hires in skilled jobs.

The employment type was linked to both socialization tactics firms provided during organizational entry as well as information seeking of permanent and contingent newcomers. In addition, organizational tenure was positively linked with information seeking of both newly hired temporary agency workers and newcomers holding fixed-term contracts.

Since most of the participants worked for different employers, differences in socialization might also be caused by different organizational cultures. Future studies should compare the socialization of new permanent and new temporary workers on an inter-organizational and intra-organizational level.

For skilled jobs firms should offer long-term assignments for temporary agency workers, as they are associated with higher proactivity. Further, firms should intensify the socialization of newcomers holding longer-term work contracts, as these employees may tend to show lower proactivity.

A structured organizational entry of skilled temporary agency workers may represent a stepping stone for permanent employment due to improved work attitudes and behaviors.

This is the first study that examines employment characteristics as potential determinants of organizational socialization tactics. In addition, the study uses a German sample and therefore, follows recent calls for more research on organizational socialization in non-Anglo-Saxon work contexts.

Although the organizational practice of using “contingent or non-traditional workers” has been escalating since the mid-1980s, only recently has research begun to focus on the consequences of this practice. In unionized workplaces, labor leaders have begun to organize these workers. Although it is believed that contingent workers are responding positively to union organizing drives, little is known about the attitudes and behaviors of contingent workers as union members. Using the Union Commitment scale developed by Gordon, Philpot, Burt, Thompson and Spiller (1980), the research project reported here compares the Union Commitment of traditional faculty and three categories of adjunct faculty. The results reveal that there are no significant differences across these employee groups for the factors of Union Loyalty, Responsibility to the Union, Willingness to Work for the Union and Alienation from the Union. The implications of these findings for research and practice are discussed.

Considers the growth and development of the temporary worker within the workforce and looks at the advantages and disadvantages this brings. Cites common characteristics found in this area and provides a brief case study. Covers the legal implications and the importance of employee classification under Equal Employment Opportunity Commission guidelines. Briefly outlines new developments in this area.

This study aims to broaden the understanding of the blockchain for human resource (HR) managers through use cases. The study presents a plausible solution for HR professionals to effectively manage some of the core processes to focus on more strategic work and be a true HR business partner for the organization.

The study adopted a case research strategy. The case research strategy is well-suited to capture the practitioner’s knowledge, mainly when focusing on contemporary events (such as COVID-19). Data collected from 12 tech organizations through telephonic conversations and the interviews were recorded and transcribed using NoNotes call recording.

This study identifies five use cases to streamline the critical processes, helping HR professionals such as certificates verification, skill mapping, payroll processing, data protection and performance management. These early use cases offer a plausibly superior alternative in managing critical HR functions and associated business processes with blockchain technology.

Despite the growing number of blockchain applications, its usage in HR activities is limited. By extensive qualitative case study and data triangulation, the study integrates a resource-based view and unified theory of acceptance by explaining how blockchain adoption helps organizations use their internal resources and capabilities to gain a competitive advantage. The study presents five use cases and propositions that can act as building blocks for the HR department in adopting blockchain applications. Lack of empirical validation (quantitative rigor) of the propositions is the limitation and can be a future research scope.

Adopting new technologies is not new for HR managers. However, most of the technologies are disjointed applications, and therefore, the need for an all-pervasive solution assumes significance. Several of the blockchain concepts are still in the nascent stage. Thus, the study highlights the need for HR leaders to work alongside technical architects to create blockchain applications. Unlike other HR applications, blockchain can integrate all the employees, clients, vendors and businesses seamlessly. This study proposes research propositions that provide research directions for future research.

Academic literature on connecting blockchain technology with HR functions and applications is notably absent. This research can be considered one of the first academic articles connecting blockchain and HR processes.

This article begins with a reprint of interviews from the November/December 1995 issue of Planning Review (the previous identity of Strategy & Leadership.). In those interviews, four leading futurists — Ian Wilson, Oliver Markley, Joseph Coates, and Clement Bezold — discussed the critical issues they believed were facing business leaders in the first decade of the twenty‐first century, the strategic implications of these issues, and how business leaders should respond. Their original remarks are followed by their current thoughts about what progress has been made in five years and how the critical issues may have changed in that time.

This paper aims to illustrate a simple, holistic overview of contingent workforce management.

This paper’s viewpoint outlines benefits and challenges that employers and employees encounter with contingent work arrangements and highlights relevant human resource (HR) practices to effectively manage contingent workforce.

Benefits to employers are cost-effective hiring solutions, filling-up skill requirements, increasing numerical flexibility and diversity and broadened talent pool. Challenges include legal ramifications, hidden costs, confidentiality and security issues, low organisational commitment and productivity. For employees, benefits are working flexibility and financial gain and gaining work experience. Challenges include dependence on economy, irregular work hours, health risks and exploitation and differential treatment by employers. “Value-adding” practices of holistic hiring, onboarding, performance management, workplace training and developing resilient organisational culture can effectively manage contingent workforce.

This paper provides a broader outline of benefits and challenges, both from employers’ and employees’ perspectives, linked with precarious employment. Further investigations on employers’ and employee’s perspectives based on specific types of contingent work arrangements (e.g. temporary agency workers and gig workers) can give in-depth insights.

This paper provides a simplified framework of pros and cons of contingent employment, along with practical HR remedies to manage contingent workforce.

Introduction: Human resource management (HRM) is going through a transformation phase due to the pandemic. The COVID-19 crisis compelled the employees to work virtually. To mitigate the effects of COVID-19, several organisations heavily invested in artificial intelligence (AI) in the realm of HRM.

Purpose: With limited studies on the paradigm shift in HRM post-pandemic and the role of AI, the study investigates and proposes a conceptual framework for the paradigm shift in HRM practices post-COVID-19 pandemic and the significance of AI. Furthermore, the study investigates the outcomes of the use of AI in HRM for organisations and employees.

Methodology: A comprehensive review of the literature based on the guidelines of Tranfield, Denyer, and Smart (2003) and Crossan and Apaydin (2010) has been followed. A systematic literature review assisted in critically analysing, synthesising, and mapping the extant literature by identifying the broad themes involved.

Findings: COVID-19-related economic disruption has led to a paradigm shift in HRM practices. AI-enabled HRM practices are now centred around remote and contingent workforce management, mindfulness, social capital, increasing employee engagement, reskilling and upskilling towards new competencies, etc. AI is making remote work seamless through smooth recruitment and selection process, onboarding, career and development, tracking and managing the performance, facilitating learning, and talent management. Post-pandemic, AI-powered tools based on data mining (DM), predictive analytics, big data analytics, natural language processing (NLP), intelligent robots, machine learning (ML), virtual (VR)/augmented reality (AR), etc., have paved the way for managing the HRM practices effectively, thereby leading to enhanced organisational performance, employee well-being, automation, and reduced cost.