Mixing Standard Work and Nonstandard Deals: The Consequences of Heterogeneity in Employment Arrangements
研究了工作团队中标准与非标准雇佣安排的比例如何影响成员与主管的关系、同事社交、助人意愿和离职意向，发现非标准工人比例越高，态度越负面，离职意向越高，且影响取决于工人位置、安排类型和接触情况。
We examined how proportions of individuals in standard and nonstandard work arrangements affected work group members ’ relationships with supervisors, social relations with coworkers, willingness to assist others, and intentions to leave their organization. Supporting Blalock’s theory of majority-minority group relations, higher proportions of nonstandard workers were associated with less favorable attitudes toward supervisors and peers, increased turnover intentions, and decreased work-related helping behaviors. The consequences of heterogeneity in employment arrange-ments were contingent on (1) workers ’ locations in their firm’s mobility system, (2) type of nonstandard arrangements, and (3) the amount and type of contact between stan-dard and nonstandard workers. The use of nonstandard work arrangements, such as temporary, contract, and part-time work (Kalle-berg, 2000; Kalleberg, Reskin, & Hudson, 2000) is becoming increasingly common. Kalleberg and his colleagues defined standard work as “work done on a fixed schedule—usually full-time—at the em-ployer’s place of business, under the employer’s control, and with the mutual expectation of contin-ued employment ” (Kalleberg et al., 2000: 258); non-standard work arrangements lack one or more of these attributes. The proportion of U.S. workers in nonstandard arrangements is estimated to be as high as 33 percent (Belous, 1989; Houseman & Po-livka, 2000), and the growth of new jobs being filled through nonstandard work arrangements is outpac-ing the growth of standard work arrangements (Be-fort, 2003). As of the end of the last decade, more than 90 percent of U.S. firms used some type of nonstandard workers (Von Hippel, Mangum, Greenberger, Heneman, & Skoglind, 1997), and the accelerating growth of nonstandard work arrange-ments is not limited to the United States. Non-standard work arrangements are also gaining popularity among firms in Canada, Europe, and parts of Asia (Allan, 2002; Connelly & Gallagher, 2004). Theorists and practitioners alike have claimed that blending nonstandard workers into work groups and organizations is essential to effective human resource management (Lepak & Snell, 1999;