Rethinking the employee-organization relationship: Insights from the experiences of contingent workers.

Author(s): Gallagher, D.G., & Connelly, C.E.

Date: 2012

Resource: In L. Shore, J. Coyle-Shapiro, & L. Tetrick (Eds.), The employee-organization relationship: Applications for the 21st century (pp. 255-280). New York: Routledge.

The objective of this chapter is to examine the employee–organizational relationship (EOR) through the vantage point of contingent work. More specifically, there is a need to explore the extent to which existing theoretical frameworks, which have been built in permanent employment contexts, are fully applicable to the understanding of contingent work (Rousseau, 1997). Possible peculiarities will be identified with regard to the parties that are involved in the exchange relationship, as well as consideration of what is being exchanged (Cropanzano & Mitchell, 2005). As part of the discussion, we will also consider how well various well-established EOR concepts (e.g., organizational commitment, perceived organizational support, leader–member exchange, and psychological contracts) apply to the various contingent employment arrangements. This chapter also explores the extent to which insights regarding contingent workers’ experiences can help us to understand the attitudes and behaviors of more traditional employees. Some practical suggestions will be offered for workplace application as well as avenues for future research.

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Related Research Areas: Temporary and Gig Workers