000			02921nam a2200277 a 4500
008			2015
082	0	4	_aTHESES PRESS
100	1		_aO'Shea, Hannah, _eauthor.
245	1	0	_aAdding value for an organisation through employee engagement : _ba case study of a temporary workforce / _cHannah O'Shea.
264		1	_aCork : _bCork Institute of Technology, _c2015.
300			_avi, 137 pages : _bcharts (some color), tables ; _c30 cm
336			_atext _btxt _2rdacontent
337			_aunmediated _bn _2rdamedia
338			_avolume _bnc _2rdacarrier
490	0		_aM.A. - Human resource management
502			_aThesis (M.A.) - Cork Institute of Technology, 2015.
504			_aBibliography: p. 123-137.
520			_aOver 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)
650		0	_aTemporary employees. _9117209
650		0	_aEmployee motivation _936792
650		0	_aOrganisational effectiveness
650		0	_aManagement _xEmployee participation. _939471
907			_a.b11174602 _b161010 _c151112
942			_n0
998			_ac _b151112 _cm _da _e- _feng _gie _h0
999			_c102741 _d102741