A Psychometric Assessment of a Human Resources Practice Measure for Temporary Agency Workers

Abstract

Studies have proposed and validated several measures that evaluate employee’s perceptions of the human resources practices (HRP). However, given the changes occurring in the labor market, there is a need to develop a measure specially adapted to the contingent workers specific employment relationship. Thus, this study assesses an HRP system scale that was administered to temporary agency workers (TAW) to examine the scale’s response process, internal structure and relation to other variables (i.e., affective commitment). The measure was administered to 4,551 Portuguese TAW. The Messick’s validation framework (1995) was use and two sectors were compared. Descriptive analyses, scale reliabilities, item characteristics, exploratory, confirmatory, and multiple group analyses demonstrated that the measure had good psychometric properties. Moreover, there were positive correlations between the HRP scale and affective commitment. The results contribute to a better understanding of managing TAW’s in agencies and client companies. HRP are a valuable method for “communicating” with these workers, who are then able to recognize and respond to the investment. This is the first study to develop and assess the psychometric properties of an HRP system measure for TAW and to cross-validate it with workers’ affective commitment towards both companies that are involved in this employment relation.

Dealing with temporariness

“…Specifically, TAWs perceive HRP investments have an impact on their relationship with the agency and with client companies, regardless of which client company provides them. This is in line with recent research where HRP investments by one employer reinforces the positive perceptions TAWs have on other client employers (Buch et al , 2010; Connelly et al , 2011; Coyle-Shapiro and Morrow, 2006; Sobral et al , 2019). Client companies can therefore elicit stronger affective commitment from TAWs if they jointly provide HRP and mutually reinforce each other’s efforts, resulting in better work outcomes and performance (Coyle-Shapiro and Morrow, 2006).…”

“…Perceptions of the HRP system was measured using a 20-item scale. The scale was adapted, tested and validated with Portuguese TAWs by Chambel et al (2016) and Sobral et al (2019). According to Sobral et al (2019) because each HRP is not independent, this scale examines how TAWs perceive HRP regardless of the company providing these practices (i.e.…”

The Temporary Agency Worker’s Motivation Profile Analysis

“…Perceptions of the HRP system was measured using a 20-item scale (α = 0.87) that measured TAW’s socialization, recruitment, training (i.e., promotion of internal and external employability), and performance appraisal [ 54 , 55 ]. This scale was adapted, tested and validated with TAW by Sobral and colleagues [ 56 ], and was previously tested with Portuguese TAW [ 44 ]. According to the authors [ 56 ], because each HRP is not independent, this scale examines how TAW’s perceive HRP regardless of the company providing the practices (i.e., agency or client company).…”

“…This scale was adapted, tested and validated with TAW by Sobral and colleagues [ 56 ], and was previously tested with Portuguese TAW [ 44 ]. According to the authors [ 56 ], because each HRP is not independent, this scale examines how TAW’s perceive HRP regardless of the company providing the practices (i.e., agency or client company). It is believed that the agency and the client are jointly responsible for the HRP system; thus, TAW’s overall perceptions were measured.…”

Green Human Resources Practices and Person-Organization Fit: The Moderating Role of the Personal Environmental Commitment

“…Shah [34] proposed a model comprising seven GHRM practices: green compensation management, green health and safety, green job design, green labor relations and green performance management, green recruitment and selection and green training and development. Although no studies were found regarding green HRM practices in Portugal, research focused on employees' perceptions of HR practices [8] and its antecedents and outcomes [35,36].…”