Abstract/Details

Contract human capital human resource architecture


2010 2010

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Abstract (summary)

As contract human capital continues to grow and become a powerful force in the economy contributing to the success of many organizations, it is vital for researchers to enhance their understanding of how organizations engage and manage this component of their workforce. Equally important, is to assess how individuals respond to and perform in a rapidly changing and flexible workplace.

Indeed, the major findings of this study provide many helpful insights for understanding and managing this increasingly important segment of the labor force. While much of SHRM research has enhanced our understanding of how organizations differentiate managing their “traditional” workforce, this study enhances our understanding of how organizations differentiate managing contract human capital based on the interdependency and criticality of the work.

In support of contingency theory, the findings also demonstrate that the strategic reasons for engaging contract human capital impact the choice of HR configuration for managing them. A key strategic moderator is organizational flexibility. It seems organizations seeking functional flexibility do so by investing more in the employment relationship, whereas, those seeking coordination flexibility do so by investing less in the employment relationship.

The findings of this study also shed more light on the determinants and relationship of contract human capital’s perceptions of fairness (POF) and psychological contract breach (PCB). Though there is a large body of research that supports POF moderating the relationship between HR configurations and PCB, this study found support for POF mediating the relationship.

Furthermore, it seems that some contract human capital who enter into these work arrangements to earn more money or develop a skill consider these as valuable outputs to be included in equity comparisons (Adams, 1965; Morrison & Robinson, 1997) when assessing fairness, whereas those whose work preference was flexibility or obtaining permanent employment consider these as promises to be evaluated when assessing psychological contract fulfillment.

Lastly, the results show how contract human capital are managed matters to both the individual and the work group. Alignment of the type of work performed and HR configurations were significantly related to individual task performance and organizational citizenship behaviors.

Indexing (details)


Subject
Management;
Occupational psychology;
Labor relations;
Organizational behavior;
Studies;
Human capital
Classification
0454: Management
0624: Occupational psychology
0629: Labor relations
0703: Organizational behavior
Identifier / keyword
Social sciences; Psychology; Contract labor; Contract labor force; HR architecture; Human capital; Human resource architecture; Human resource management; Non-traditional workforce; Strategic partnerships
Title
Contract human capital human resource architecture
Author
Castellano, William G.
Number of pages
207
Publication year
2010
Degree date
2010
School code
0190
Source
DAI-A 71/09, Dissertation Abstracts International
Place of publication
Ann Arbor
Country of publication
United States
ISBN
9781124172989
Advisor
Lepak, David
University/institution
Rutgers The State University of New Jersey - New Brunswick
Department
Graduate School - New Brunswick
University location
United States -- New Jersey
Degree
Ph.D.
Source type
Dissertations & Theses
Language
English
Document type
Dissertation/Thesis
Dissertation/thesis number
3418744
ProQuest document ID
750491826
Copyright
Database copyright ProQuest LLC; ProQuest does not claim copyright in the individual underlying works.
Document URL
http://search.proquest.com/docview/750491826
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