Please use this identifier to cite or link to this item: http://scholarbank.nus.edu.sg/handle/10635/45258
Title: The impact of the employee-organization relationship on temporary employees' performance and attitude: Testing a Singaporean sample
Authors: Koh, W.L. 
Yer, L.K.
Keywords: Employment relations
Job satisfaction
Perceived fairness
Singapore
Temporary workers
Turnover
Issue Date: 2000
Source: Koh, W.L.,Yer, L.K. (2000). The impact of the employee-organization relationship on temporary employees' performance and attitude: Testing a Singaporean sample. International Journal of Human Resource Management 11 (2) : 366-387. ScholarBank@NUS Repository.
Abstract: Following the framework proposed by Tsui et al. (1997), this research paper examines the impact of the employee-organization relationship on temporary employees' job performance, turnover intention, overall job satisfaction, affective commitment, perception of fairness and perception of work options. Data were collected from 191 temporary employees from seven employment agencies in Singapore. Analyses conducted revealed that employee responses do vary under the four types of relationship (quasi-spot contract, under-investment, mutual investment and over-investment). In general, both mutual investment and over-investment relationships were associated with higher levels of performance and more favourable attitudes than either the under-investment or quasi-spot contract. Specifically, temporary employees under the mutual investment and over-investment relationships have better job performance, a higher level of affective commitment to the agency, improved overall job satisfaction, higher perception of fairness, higher perception of work options and lower turnover intentions. Furthermore, these finding were obtained even after controlling for the effects of company tenure and job level on employee performance and attitudes. The results highlight the importance of employee-organization relationships in eliciting the desired temporary employee outcomes. Practical implications were drawn for human resource practitioners and employment agencies on how best to manage temporary employees. Some limitations and suggestions for future research were discussed.
Source Title: International Journal of Human Resource Management
URI: http://scholarbank.nus.edu.sg/handle/10635/45258
ISSN: 09585192
Appears in Collections:Staff Publications

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