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A framework for managing contract human capital
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Castellano, William G.. A framework for managing contract human capital. Retrieved from https://doi.org/doi:10.7282/T3HD7VX0

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TitleA framework for managing contract human capital
NameCastellano, William G. (author); Lepak, David (chair); Jackson, Susan (internal member); Huselid, Mark (internal member); Rutgers University; Graduate School - New Brunswick
Date Created2008
Other Date2008-10 (degree)
SubjectPersonnel management, Human capital, Industrial Relations and Human Resources
Extentvii, 53 pages
DescriptionAs contract human capital continues to grow and become a powerful force in the economy contributing to the success of many organizations, it is vital for researchers to enhance their understanding of how organizations engage and manage this component of their workforce. The goal of this study is to propose a framework that describes how organizations employ contract workers in terms referred to as contract human capital engagement modes, along with supporting HR configurations that can positively impact the performance of contract workers. A model is proposed that describes the strategic determinants of contract human capital engagement modes, and consists of two dimensions based on the levels of interdependency and criticality of the contract work, which provides a useful two-by-two matrix of four engagement modes called: project-based, knowledge-based, contract work and partnership. A second model consists of four HR configurations that are proposed to maximize the effectiveness of these four contract human capital engagement modes referred to as: productivity-based, knowledge-based, compliance-based, and collaborative-based. A field study was conducted and 26 companies were contacted, in which 9 agreed to participate. In total, 32 work groups were identified consisting of 150 contract workers and their managers. Thus, 300 surveys were distributed (150 contract worker and 150 manager surveys), of which 110 matched pairs (220 surveys) were received for a 73% participation rate. The results of this study indicate that both the levels of interdependency and criticality of contract work were significantly related to how organizations engage contract human capital. In addition, the level of criticality of the work being performed by contract workers was a significant factor impacting how they were managed. Lastly, the alignment of HR configurations and engagement modes had a significant positive impact on performance.
NoteM.S.
NoteIncludes bibliographical references (p. 38-42).
Genretheses, ETD graduate
Persistent URLhttps://doi.org/doi:10.7282/T3HD7VX0
LanguageEnglish
CollectionGraduate School - New Brunswick Electronic Theses and Dissertations
Organization NameNjNbRU
RightsThe author owns the copyright to this work.
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