The Effects of Full-Time Versus Part-Time Employment Status on Attitudes Toward Specific Organizational Characteristics and Overall Job Satisfaction

Eberhardt, Bruce J.; Shani, Abraham B.

doi:10.5465/255887

Cited by 38 publications

(46 citation statements)

References 9 publications

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“…As a consequence of shorter organizational tenure, contingent employees may have less knowledge about how the organization functions and have greater tolerance for organizational policies than permanent employees. This explanation has received some support in explaining differences across part-time/full-time status (Eberhardt and Shani 1984;Miller and Terborg 1979). The same may apply to contingent employees who may not spend less time in the social system on a weekly basis, but the overall expected length of time included in the social system is capped as a consequence of their contingent status.…”

Section: Discussionmentioning

confidence: 99%

Contingent and Non‐Contingent Working in Local Government: Contrasting Psychological Contracts

Coyle‐Shapiro

Kessler

2002

Public Administration

139

102

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Given that the contingent worker is likely to be a familiar presence in the public service workplace of the future, this paper explores the consequences of contingent work arrangements on the attitudes and behaviour of employees using the psychological contract as a framework for analysis. Drawing upon survey evidence from a sample of permanent, fixed term and temporary staff employed in a British local authority, our results suggest that contract status plays an important role in how individuals view the exchange relationship with their employer and how they respond to the inducements received from that relationship. Specifically, contingent employees are less committed to the organization and engage in organizational citizenship behaviour (OCB) to a lesser degree than their permanent counterparts. However, contrary to our hypothesis, the relationship between the inducements provided by the employer and OCB is stronger for contingent employees. Such findings have implications for the treatment of contingent and non-contingent employees in the public services.3 Contingent workers and the psychological contract

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Section: Discussionmentioning

confidence: 99%

Contingent and Non‐Contingent Working in Local Government: Contrasting Psychological Contracts

Coyle‐Shapiro

Kessler

2002

Public Administration

139

102

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“…In a recent study of hospital employees, Eberhardt and Shani (1984) found that part-time employees reported a higher level of overall job satisfaction than full-time employees. In addition, they held more favourable attitudes toward the organizational structure, policies and reward systems, the level of trust among organizational members, and the distribution of power in the organization.…”

Section: Previous Researchmentioning

confidence: 96%

“…Although part-time workers make up almost 20 per cent of the American labour force (U.S. Department of Labor, 1983), they have been largely overlooked in the organizational research literature (Rotchford and Roberts, 1982;Eberhardt and Shani, 1984). Some studies suggest that part-time employees are less committed to their jobs, produce less, and are more likely to quit or be absent than full-time employees (e.g.…”

Section: Introductionmentioning

confidence: 99%

Differences in the importance of work outcomes between full‐time and part‐time hospital employees

et al. 1987

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This study examined differences in the importance of work outcomes between full‐time and part‐time hospital employees in a sample drawn from five western hospitals (N = 1,876). Work status was operationalized by classifying respondents into four categories based on hours worked per week. Exploratory factor analysis showed that work outcomes may be classified as extrinsic (pay and fringe benefits) and instrinsic (being informed about the job, participating in decision‐making, and doing the job well). Confirmatory factor analyses demonstrated that this two‐factor structure fits the data well for all four work status categories although the factor loadings differed across categories. Multivariate analyses of variance and covariance indicated that statistically significant differences in the importance of extrinsic and intrinsic outcomes exist for full‐time and part‐time employees and that these differences persist when various social and demographic variables are held constant. Employees who work fewer hours per week tend to assign less importance to the work outcomes measured in this study. The results suggest that theoretical models of variables such as job satisfaction should take into account work status differences in the importance of work‐related outcomes. In addition, managers may find that workers respond to different reward structures depending on the degree of their involvement in the organization.

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“…First, researchers should explore whether differences in work experiences between the two groups exist, since knowledge of differences in attitudes, affects, and behaviors may benefit employers who want to advantageously tailor management and personnel practices to each group (Jackofsky and Peters, 1987). Second, knowledge of differences in work experiences may be important for research, given that, if differences exist and are not accounted for, studies employing samples substantially represented by part-time employees may be difficult to interpret (Eberhardt and Shani, 1984;Wakefield et al, 1987).…”

Section: Introductionmentioning

confidence: 99%

Differences between full‐time and part‐time employees in perceived role strain and work satisfaction

Steffy

Jones²

1990

J Organ Behavior

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The Effects of Full-Time Versus Part-Time Employment Status on Attitudes Toward Specific Organizational Characteristics and Overall Job Satisfaction

Cited by 38 publications

References 9 publications

Contingent and Non‐Contingent Working in Local Government: Contrasting Psychological Contracts

Contingent and Non‐Contingent Working in Local Government: Contrasting Psychological Contracts

Differences in the importance of work outcomes between full‐time and part‐time hospital employees

Differences between full‐time and part‐time employees in perceived role strain and work satisfaction

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