Abstract
Purpose: The purpose of this paper is to examine “black box” links between HRM innovations and organizational performance by investigating the perspective of a workforce often excluded from the HR realm. Professional Independent Contractors (IPros) play a vital role in achieving workforce flexibility and innovation. While the use of such arrangements has been examined often using a compliance-oriented lens, the authors explore the value of adding a commitment aspect. Design/methodology/approach: In total, 375 IPros working in Australian organizations completed an online questionnaire distributed by a national business support services provider. Findings: Results show organizational support significantly predicted work engagement and affective commitment. Self-efficacy, age and gender were also significant predictors. Research limitations/implications: The cross-sectional nature of this study and reliance on self-reported data limit the reliability of the findings. In addition, the findings may be specific to the Australian labor market. Practical implications: The study present the views of a difficult to reach population and the findings suggest by adopting an innovative hybrid commitment-compliance HR configuration, practitioners may positively increase desirable contractor outcomes. Social implications: Concerns that organizational imperatives for efficiency, quality and high performance will be compromised by considering the human side of non-employee work arrangements are not supported. Indeed, as previously outlined, much of the concern with the employee/non-employee dichotomy is legally based and an artefact of a system of labor law that in many settings has failed to move with the times. Originality/value: Few investigations of the impact of high commitment HRM practices have incorporated the perspective of professional, non-employees. While IPros are recipients of compliance focused contractor management practices, carefully integrated commitment-based HRM aspects have the potential to deliver positive outcomes for both individuals and organizations.
| Original language | English |
|---|---|
| Pages (from-to) | 1414-1433 |
| Number of pages | 20 |
| Journal | Personnel Review |
| Volume | 46 |
| Issue number | 7 |
| DOIs | |
| Publication status | Published - Dec 2017 |
Keywords
- Commitment
- HR strategy
- Independent professionals
- Quantitative
- Work engagement
Cite this
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Independent professionals and the potential for HRM innovation. / McKeown, Tui; Cochrane, Robyn.
In: Personnel Review, Vol. 46, No. 7, 12.2017, p. 1414-1433.Research output: Contribution to journal › Article › Research › peer-review
TY - JOUR
T1 - Independent professionals and the potential for HRM innovation
AU - McKeown, Tui
AU - Cochrane, Robyn
PY - 2017/12
Y1 - 2017/12
N2 - Purpose: The purpose of this paper is to examine “black box” links between HRM innovations and organizational performance by investigating the perspective of a workforce often excluded from the HR realm. Professional Independent Contractors (IPros) play a vital role in achieving workforce flexibility and innovation. While the use of such arrangements has been examined often using a compliance-oriented lens, the authors explore the value of adding a commitment aspect. Design/methodology/approach: In total, 375 IPros working in Australian organizations completed an online questionnaire distributed by a national business support services provider. Findings: Results show organizational support significantly predicted work engagement and affective commitment. Self-efficacy, age and gender were also significant predictors. Research limitations/implications: The cross-sectional nature of this study and reliance on self-reported data limit the reliability of the findings. In addition, the findings may be specific to the Australian labor market. Practical implications: The study present the views of a difficult to reach population and the findings suggest by adopting an innovative hybrid commitment-compliance HR configuration, practitioners may positively increase desirable contractor outcomes. Social implications: Concerns that organizational imperatives for efficiency, quality and high performance will be compromised by considering the human side of non-employee work arrangements are not supported. Indeed, as previously outlined, much of the concern with the employee/non-employee dichotomy is legally based and an artefact of a system of labor law that in many settings has failed to move with the times. Originality/value: Few investigations of the impact of high commitment HRM practices have incorporated the perspective of professional, non-employees. While IPros are recipients of compliance focused contractor management practices, carefully integrated commitment-based HRM aspects have the potential to deliver positive outcomes for both individuals and organizations.
AB - Purpose: The purpose of this paper is to examine “black box” links between HRM innovations and organizational performance by investigating the perspective of a workforce often excluded from the HR realm. Professional Independent Contractors (IPros) play a vital role in achieving workforce flexibility and innovation. While the use of such arrangements has been examined often using a compliance-oriented lens, the authors explore the value of adding a commitment aspect. Design/methodology/approach: In total, 375 IPros working in Australian organizations completed an online questionnaire distributed by a national business support services provider. Findings: Results show organizational support significantly predicted work engagement and affective commitment. Self-efficacy, age and gender were also significant predictors. Research limitations/implications: The cross-sectional nature of this study and reliance on self-reported data limit the reliability of the findings. In addition, the findings may be specific to the Australian labor market. Practical implications: The study present the views of a difficult to reach population and the findings suggest by adopting an innovative hybrid commitment-compliance HR configuration, practitioners may positively increase desirable contractor outcomes. Social implications: Concerns that organizational imperatives for efficiency, quality and high performance will be compromised by considering the human side of non-employee work arrangements are not supported. Indeed, as previously outlined, much of the concern with the employee/non-employee dichotomy is legally based and an artefact of a system of labor law that in many settings has failed to move with the times. Originality/value: Few investigations of the impact of high commitment HRM practices have incorporated the perspective of professional, non-employees. While IPros are recipients of compliance focused contractor management practices, carefully integrated commitment-based HRM aspects have the potential to deliver positive outcomes for both individuals and organizations.
KW - Commitment
KW - HR strategy
KW - Independent professionals
KW - Quantitative
KW - Work engagement
UR - http://www.scopus.com/inward/record.url?scp=85034733830&partnerID=8YFLogxK
U2 - 10.1108/PR-09-2016-0256
DO - 10.1108/PR-09-2016-0256
M3 - Article
VL - 46
SP - 1414
EP - 1433
JO - Personnel Review
JF - Personnel Review
SN - 0048-3486
IS - 7
ER -