Adding value for an organisation through employee engagement : a case study of a temporary workforce / Hannah O'Shea.
By: O'Shea, Hannah [author.].
Material type:
BookSeries: M.A. - Human resource management.Publisher: Cork : Cork Institute of Technology, 2015Description: vi, 137 pages : charts (some color), tables ; 30 cm.Content type: text Media type: unmediated Carrier type: volumeSubject(s): Temporary employees
| Employee motivation | Organisational effectiveness | Management -- Employee participationDDC classification: THESES PRESS Dissertation note: Thesis (M.A.) - Cork Institute of Technology, 2015. Summary: Over the last 10 years, the requirement for temporary workers has shown significant increases. Casual and part-time workers, on the live register, have increased during this period from 20,752 to 71, 744. In March 2013 the numbers rose to 89,798, an all-time high in Ireland (Central Statistics Office, 2014). Consequently, it is becoming increasingly important to observe how organisations undertake engagement with temporary employees. This research focuses on the employee engagement levels of a temporary agency workforce, working in an e-commerce organisation, on behalf of a third party agency. Questionnaires were completed by 55 temporary agency workers and three dirct managers. The questionnaires focused upon engagement, commitment and inclusion levels. In addition, examined factors contributing to these and whether or not they impacted upon improving performance and adding value to the organisation. Analysis of the findings highlighted both similiarities and differences between the views and opinions that temporary agency workers and management held of employee engagement. Overall, engagement levels were high for the majority of temporary agency workers however, the degree to which they felt included and commitment was generally lower. Moreover, it was apparent that although temporary agency workers felt engaged they did not feel as committed or included as their permanent counterparts. Another key finding was the the level in which a temporary agency worker felt engaged, impacted their performance and productivity. The management opionion generally agreed with this finding however, felt that there was a lower level of commitment from the temporary workers. They also supported the view that temporary agency workers, who were engaged, had a significant part to play in adding value to the organisational success. - (Author's abstract)
| Item type | Current library | Call number | Copy number | Status | Date due | Barcode | Item holds |
|---|---|---|---|---|---|---|---|
| Reference | MTU Bishopstown Library Thesis | THESES PRESS (Browse shelf(Opens below)) | 1 | Reference | 00191948 |
Thesis (M.A.) - Cork Institute of Technology, 2015.
Bibliography: p. 123-137.
Over the last 10 years, the requirement for temporary workers has shown significant increases. Casual and part-time workers, on the live register, have increased during this period from 20,752 to 71, 744. In March 2013 the numbers rose to 89,798, an all-time high in Ireland (Central Statistics Office, 2014). Consequently, it is becoming increasingly important to observe how organisations undertake engagement with temporary employees. This research focuses on the employee engagement levels of a temporary agency workforce, working in an e-commerce organisation, on behalf of a third party agency. Questionnaires were completed by 55 temporary agency workers and three dirct managers. The questionnaires focused upon engagement, commitment and inclusion levels. In addition, examined factors contributing to these and whether or not they impacted upon improving performance and adding value to the organisation. Analysis of the findings highlighted both similiarities and differences between the views and opinions that temporary agency workers and management held of employee engagement. Overall, engagement levels were high for the majority of temporary agency workers however, the degree to which they felt included and commitment was generally lower. Moreover, it was apparent that although temporary agency workers felt engaged they did not feel as committed or included as their permanent counterparts. Another key finding was the the level in which a temporary agency worker felt engaged, impacted their performance and productivity. The management opionion generally agreed with this finding however, felt that there was a lower level of commitment from the temporary workers. They also supported the view that temporary agency workers, who were engaged, had a significant part to play in adding value to the organisational success. - (Author's abstract)