592-HRM RESEARCH PROJECT

In Favor of Temporary Employees in the Workforce

Introduction

The workforce in the United States and abroad is composed of various classifications of workers such as permanent, part-time, lease, buffer, contract, and temporary. The focus of this debate paper is about the favorable aspects along with controversial facets of the temporary employee. Temporary workers are defined as individuals that are assigned to jobs that are organized through an employment agency or intermediary and are of brief duration oftentimes with a predetermined termination date (De Cuyper et al., 2008; Marler, Barringer, & Milkovich, 2002). Research from some scholars argue that temporary workers are an advantage to organizations. Conversely, other scholars dispute these findings and illustrate temporary workers as a disadvantage to organizations.

Temporary Employees

Advantages

It is important to illustrate the advantages of temporary workers in the workforce. There are many supporting reasons to utilize temporary workers. As an example, from the perspective of the organization, temporary workers provide a vital resource of job knowledge along with possible innovative ideas to further the growth of the organization. Another illustration is temporary workers customarily are part of a temporary agency which, alleviates some of the administrative responsibilities for human resources (HR) professionals such as payroll, training, and benefits. Temporary workers are a valuable resource for both the workforce and organizations (Darrow, 1989; Smith & Neuwirth, 2009).

Additionally, from the viewpoint of some temporary employees, temporary assignments can sometimes lead to full-time employment. Short duration of employment can give temporary employees a chance to experience working in an organization to determine if it is a possible place to remain for employment. On the other hand, other temporary employees are pleased with working brief assignments in an organization. Temporary workers with these feelings oftentimes have other commitments or situations that prevent permanent employment. Temporary agencies, temporary workers, and organizations appreciate the flexibility of temporary work as it fulfills the needs of the affected stakeholders (Darrow, 1989; Felfe & Franke, 2010; Smith & Neuwirth, 2009).

Disadvantages

Oppositely, disadvantageous findings include temporary workers lack allegiance to assigned organizations and its stakeholders. Moreover, threats to job security along with other stressful feelings sometimes occur between permanent employees and temporary workers. These particular types of issues and conflicts lessen the productivity of workers as focus is placed on matters of self-interest rather than achieving the goals of the organization (Broschak & Davis-Blake, 2006; Scheel, Rigotti, & Mohr, 2013; Slattery, Selvarajan, & Anderson, 2008).

Position of Debate

In the debate between temporary versus permanent workers in the workforce and organizations, the position of this debate paper is in favor of temporary workers. Supporting reasons for temporary workers illustrate the vital importance of this particular classification of worker. As the evidence points out, there are tangible and intangible benefits for the affected stakeholders including temporary workers, temporary agencies, and organizations along with its internal and external stakeholders. Although, evidence also illustrates disadvantageous aspects of temporary workers, management of both temporary agencies and organizations are able to control these unfavorable conditions (Scheel et al., 2013; Smith & Neuwirth, 2009; von Hippel, Mangum, Greenberger, Heneman, & Skoglind, 1997).

Supporting Reasons

Upholding the reasons for temporary workers in the workforce and organizations sustain the vital need for this particular classification of workers. It is of importance to demonstrate the advantages of temporary workers so that the reader is able to determine what positive aspects effect the temporary worker, temporary agencies, organizations and its affected stakeholders. Presented below is supporting evidence that illustrate the advantages of temporary workers.

Flexibility

Flexibility is provided to both temporary employees as well as organizations. From the viewpoint of flexibility for temporary employees, it provides opportunity for a convenient work schedule without committing to, or having the time, for a permanent job. Other temporary employees prefer the ease of working at an organization without the permanent commitment if the organization is not a good ‘fit’. Still, some temporary employees prefer the diversity of people and work assignments (Ettorre, 1994; Marler et al., 2002; von Hippel et al., 1997).

Likewise, flexibility for organizations that include temporary employees in the respective workforce is able to provide sufficient service to customers and clients. As internal and external customer demand can occasionally vary due to customary or unforeseen conditions, the ability to enlist the aid of temporary employees enables the organization to perform successfully its day-to-day operations. In addition, as permanent employees might be absent from work due to illness or scheduled time off, these demands are addressed as well with the flexibility of temporary employees (Ettorre, 1994; Marler et al., 2002; von Hippel et al., 1997).

Temporary employees also provide the flexibility of performing job duties that permanent employees prefer not to do such as working extended hours due to seasonal demand in organizations. This particular illustration can also entail temporary employees performing work that otherwise does not normally occur in day-to-day operations in organizations. Additionally, management can organize work distribution accordingly with temporary assistance (Ettorre, 1994; Marler et al., 2002; von Hippel et al., 1997).

Cost Saving

Organizations experience cost savings by utilizing temporary employees. Reduction in costs is oftentimes reflected in wages and benefit expenses for organizations. As temporary employees receive benefits from temporary agencies or elsewhere, this is a savings for organizations. In addition, hiring temporary employees is a cost savings as opposed to paying permanent employees overtime for extra time at work. Administrative costs are also reduced as recordkeeping for temporary employees are handled by temporary agencies. (Ettorre, 1994; Marler et al., 2002; von Hippel et al., 1997).

What is more regarding cost savings for organizations is temporary agencies handle recruitment, testing, and screening of temporary employees. In addition, training is sometimes offered by temporary agencies for temporary employees. These services are provided by temporary agencies, even though a fee is charged for organizations using temporary employees, savings is expressed by allocating the resource of time to other tasks that can be performed by HR professionals. Cost savings of temporary employees yield increase of returns to shareholders and revenue for organizations (Ettorre, 1994; Marler et al., 2002; von Hippel et al., 1997).

Specialized Skills

Both organizations and temporary employees benefit from specialized skills. Currently, the temporary workforce encompasses many different types of skills and abilities such as computer specialization, engineering, legal, medical, and senior management capabilities. For instance, organizations sometimes need specialized skills, which are outside the capabilities of current, permanent employees in a respective organization. As work environments are constantly evolving and changing with demands, an urgent problem can arise which permanent employees are unable to handle. However, with the assistance of competent and qualified temporary employees, a solution can be found for the issue (Ettorre, 1994; Felfe & Franke, 2010; Marler et al., 2002).

Yet, temporary employees acquire unique job skills and abilities that can enhance professional growth. This tacit knowledge provides opportunity for future job assignments and positive marketability to temporary agencies. Adding value of specialized skills and abilities for temporary employees gives insight to innovative ideas for organizations (Ettorre, 1994; Felfe & Franke, 2010; Marler et al., 2002).

Effectiveness and Efficiency

Recapping thus far, supporting reasons of flexibility, reduction in cost, and specialized skills as advantages of temporary employees in organizations that yields to the general effectiveness and efficiency of organizations. Temporary employees are an efficient means for organizations to remain productive despite fluctuations in the respective workforce. Cost savings, both monetary and intangible as time resources related to enlisting temporary employees in organizations enables improvement of profitability along with potential growth of investing time to sustain the competitive advantage of organizations (Darrow, 1989l; Ettorre, 1994).

Along with efficiency, temporary employees effectiveness aids in achieving goals set forth by organizations. The skills and abilities obtained by temporary employees bring value to organizations with a different perspective, which might improve day-to-day operations. With support from temporary agencies, HR professionals and management, temporary employees help to produce the desired results organizations are seeking to be successful in business (Darrow, 1989l; Ettorre, 1994).

Rebuttal

Although, the significance of favorable aspects related to temporary workers is the position of this debate paper, it does not go with mention that the disadvantageous aspects of temporary workers along with a rebuttal should also be illustrated. The reader is able to view the opposing side of the debate with a favorable outcome. Illustrated below are a couple of arguments opposing temporary workers followed with a rebuttal.

Temporary vs. Permanent Employee Conflict

Permanent employees oftentimes feel threatened by temporary employees in terms of job security and promotion. As the proportion of temporary employees increase so does this particular form of tension from permanent employees. These described feelings usually originate from permanent workers in entry-level positions at organizations. They believe that temporary employees might replace them. Some think temporary employees may be placed as permanent employment limiting the chance of promotion for current permanent employees. In addition to this, permanent employees feel burdened by the oftentimes necessity to train temporary employees to successfully fulfill job responsibilities (Broschak & Davis-Blake, 2006).

Moreover, higher-level workers appear to have a more secure working relationship. Temporary employees are possibly more apt to appease higher-level employees so that they along with their work are recognized with a better opportunity for permanent work status. Higher-level employees, in turn, view temporary employees as workers that are able to handle the tasks other employees might not want to perform for various reasons. Thus, creating this type of relationship leads to more tension between permanent entry level and temporary employees (Broschak & Davis-Blake, 2006).

HR professionals and management of organizations need to recognize the necessity for training temporary employees thereby lessening the burden for permanent employees. Policies and procedures should also be part of the organization so that it is understood by permanent as well as temporary employees the opportunity or lack thereof a possible change of employment status for temporary workers. In addition, including group events and encouraging social interaction between employees regardless of status enables better communication along with possibly reducing the tension in the working environment. (Broschak & Davis-Blake, 2006; von Hippel, 1997).

Furthermore, temporary agencies are charged with the responsibility as well to assure that temporary employees are able to perform the assigned job tasks for the organization. Time to assess skills and abilities of temporary employees are important for temporary agencies success in working with organizations. Temporary agencies can also offer training to enable temporary employees with the necessary skills for success at an assigned job (von Hippel, 1997).

Acquiring the needed skills to perform job tasks, adds value for temporary workers. Temporary employees are able to learn a variety of skills and abilities furthering opportunities in the temporary job market. Temporary agencies bring success to organizations with highly skilled employees. This, in turn, can lead to higher wages for temporary employees. Temporary employees might prefer a career of brief work assignments with expanding job knowledge. Management appreciates and values specialized skills of temporary employees along with innovative ideas to further growth of organizations (Marler, et al., 2002).

Lack of Organizational Commitment

Some scholars argue that temporary employees lack organizational commitment due to the short duration of work assignments rather than permanent employees that regularly work in a respective organization. This, in turn, generally leads to less productivity and lower quality of work exhibited by temporary employees. However, De Cuyper et al. (2008) describes that further research observation and analysis need to occur in which current findings are inconsistent and based upon general problems of temporary employees in an organization. Instead, a better accuracy of the emotional effects in relationship to organizational commitment.is more effective research examining the auspicious or disparaging elements of temporary work along with inspirations and expectancies of temporary workers (De Cuyper et al., 2008).

An example of the above-mentioned research and analysis conducted by Haden, Caruth, and Oyler (2011) yielded results from aspects of trust and fairness which leads to organizational commitment along with better productivity from both temporary and permanent employees. The findings in this particular research illustrated that employees, regardless of temporary or permanent work status, are individuals. Moreover, if an organization along with its HR staff and management treat employees fairly, this establishes a trustful environment for employees discounting employment status. Therefore, behaviors of employees are individualistic and are driven by environment as in this case, organizations (Haden et al., 2011).

As previously mentioned, the management of temporary agencies has responsibilities towards respective temporary employees. Temporary agency management should educate temporary workers that work performed at organizations, even for a short time, affects many stakeholders while at the same time demonstrating commitment to the goals of an organization. This behavior and action generates a positive reputation for future job opportunities at a respective organization or other entities (George, Levenson, Finegold, & Chattopadhyay, 2010).

To develop organizational commitment, HR professionals and management of organizations need to instill the value and importance of temporary employees in the organization. Creating a work environment of temporary employee inclusion generates feelings from permanent employees that temporary employees are as vital to the success of the organization. Further organizational commitment from temporary employees can be achieved by clarifying job roles for temporary assignments. Providing opportunities for professional growth enhances the feeling to temporary employees their importance as a person. In addition, guidance and assistance from management solidifies relationships between organizations and temporary employees (George et al., 2010).

Conclusion

To summarize, in the debate of temporary versus permanent employees, the stance of this paper is in favor of temporary employees as a part of the workforce and further, organizations (Darrow, 1989; Smith & Neuwirth, 2009). Although, there are arguments by scholars supporting and opposing temporary employees, there are positive statements as rebuttals to reinforce the favorable dimensions of temporary employees. Temporary agencies along with HR professionals and management of organizations are responsible for establishing an environment, which befits both respective entities. As the relationship develops in a positive direction between temporary agencies and organizations along with its affected stakeholders which includes temporary and permanent employees, success will be achieved, goals accomplished, and satisfaction from affected stakeholders (Broschak & Davis-Blake, 2006; Scheel et al., 2013; Slattery et al., 2008).

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