One view of the use of non-standard work arrangement is that it provides a buffer that allows organisations to utilise more costly high performance work practices with core permanent employees. An alternate view is that high performance organisations may be less inclined to use non-standard workers since differences in work arrangements raises equity concerns. This paper reports on a study to explore these differing perspectives. Findings suggest that organisations with reputations for high-performance cultures have similar use of non-standard work arrangements to matched organisation thus the use of non-standard work arrangements, are likely to reflect strategic rather than motivational concerns.
|Number of pages||11|
|Journal||Proceedings of the 35th Annual Meeting of the Western Decision Sciences Institute|
|Publication status||Published - 2006|
|Event||Western Decision Sciences Institute Annual Meeting (35th : 2005) - Waikoloa, Hawaii|
Duration: 11 Apr 2005 → 15 Apr 2005