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Trainingthatpromotesemployabilityandtemporaryworker’sexhaustionandaffectivecommitment*

Trainingthatpromotesemployabilityandtemporaryworker’sexhaustionandaffectivecommitment*. Interdisciplinary conference: “External forms of flexibility in the labour market: competition or complementarity”. Maria José Chambel, Mafalda Espada & Filipa Sobral. Leuven,October 27 th , 2011.

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Trainingthatpromotesemployabilityandtemporaryworker’sexhaustionandaffectivecommitment*

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  1. Trainingthatpromotesemployabilityandtemporaryworker’sexhaustionandaffectivecommitment*Trainingthatpromotesemployabilityandtemporaryworker’sexhaustionandaffectivecommitment* Interdisciplinary conference: “External forms of flexibility in the labour market: competition or complementarity” Maria José Chambel, Mafalda Espada & Filipa Sobral Leuven,October 27th, 2011 *This paper was submitted at the Human Resource Management Journal.

  2. Employment Incertitude Employment Incertitude • Workers that have a temporary contract do not know how long they will be employed or how long will they work in the organization where they are at the moment. • Thus, employability, especially when linked to training, has been pointed as an alternative to security of tenure, that is viewed as a crucial step towards improving access to employment. TEMPORARY AGENCY WORK

  3. Traditionally • In the context of • Temporary Agency Work • Organizations exchange security of long-term employment with employees’ positive attitudes and behaviors. • Organizations may invest in employee development, like training, to guarantee their employability and in exchange employees will respond with positive answers (Galunic& Anderson, 2000).

  4. Internal employability • Workers’ perception of their potential to apply for available job opportunities within the current client organization. • External employability • Workers’ perception of their potential to apply for available job opportunities within another organization. Employability

  5. Our study was designed and built by integrating these two lines of research.

  6. Benson (2006) showed that development actions that promote internal employability and those that promote external employability had different effects on employment exchange relationship. However, Benson’s research was developed with employees that had a permanent contract. We believe that for temporary workers the necessity of employment in the future is a fundamental need (De Cuyper & De Witte, 2008), so we can considerer that both actions (promoting internal or external employability) relates with their affective commitment toward the client organization.

  7. H1 H5: Exhaustion will partially mediate the relationship between perceived training as promoted internal employability and temporary workers’ affective commitment. H6: Exhaustion will partially mediate the relationship between perceived training as promoted external employability and temporary workers’ affective commitment. H5 H3 H3: Perceived training as promoted internal employability is negatively related to temporary workers’ exhaustion. H4: Perceived training as promoted external employability is negatively related to temporary workers’ exhaustion. H1: Perceived training as promoted internal employability is positively related to temporary workers’ affective commitment. H2: Perceived training as promoted external employability is positively related to temporary workers’ affective commitment. Affectivecommitment Training for internal employability Exhaustion Training for external employability H6 H4 H2

  8. Structural Equation Modeling Note: ** p<. 01.

  9. H1 (0.44***)   H3 (- 0.47***) H5 (Z= -2.8**) Affectivecommitment Training for internal employability Exhaustion - 0.33** Training for external employability H6 H4 (0.10 n.s.) H2 (-0.14*) Note: * p<.05; ** p<.01; ***; p< 00. n.s.: non significant.

  10. Training could have either a positive or a negative relationship with commitment and exhaustion, depending on the nature of perceptions about training actions and whether temporary workers considered that actions as internal or external employability promoters. • Is a good option to invest in initial and ongoing training programs designed to equip temporary workers with the skills and knowledge they need to conduct their jobs and improve their performance. • Invest in human resources, whatever the link between them and the company, contributes to an effective employment relationship and this is vital to organizational effectiveness as it relates with a critical attitude, namely workers’ affective commitment.

  11. Trainingthatpromotesemployabilityandtemporaryworker’sexhaustionandaffectivecommitment*Trainingthatpromotesemployabilityandtemporaryworker’sexhaustionandaffectivecommitment* Maria José Chambel, Mafalda Espada & Filipa Sobral filipa.sobral@fp.ul.pt *This paper was submitted at the Human Resource Management Journal.

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