Contingent labor strategies, HIHRS, and HR outcomes for full time employees: A firm-level analysis

Sean A. Way, David P. Lepak, Charles H. Fay, James W. Thacker

Research output: Contribution to conferencePaperpeer-review

Abstract

Using firm-level data from 131 firms, this study examines the effects of two contingent labor strategies on firm performance in terms of full time employee absenteeism and turnover (i.e., HR outcomes for full time employees at the firm level). Results indicate that employing a strategy of using contingent labor to reduce labor costs is negatively associated with HR outcomes for full time employees at the firm level -i.e., associated with inferior firm performance in terms of full time employee absenteeism and turnover. In addition, high investment HR systems (HIHRS) and employing a strategy of using contingent labor to enhance employment stability for full time employees are complements in terms of their effects on HR outcomes of full time employees at the firm level. Limitations and implications for future research are discussed.

Original languageEnglish (US)
DOIs
StatePublished - 2005
Externally publishedYes
Event65th Annual Meeting of the Academy of Management, AOM 2005 - Honolulu, HI, United States
Duration: Aug 5 2005Aug 10 2005

Other

Other65th Annual Meeting of the Academy of Management, AOM 2005
Country/TerritoryUnited States
CityHonolulu, HI
Period8/5/058/10/05

All Science Journal Classification (ASJC) codes

  • Information Systems and Management

Keywords

  • Contingent labor
  • HR outcomes for full time employees
  • High investment HR systems

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