Temporary workers: the role of Corporate Image on Work Engagement

Introduction: A great deal of attention has been given recently on relations between the employees and organization: if this relation is not healthy, it decreases the likelihood of turnover (European Agency for Safety and Health at Work, 2009); employers are unlikely to invest in organizational commitment and motivation to work for temporary workers (Allen, Meyer, 1990; Becker, 1993; Amuedo-Dorantes, 2000; De Cuyper et al., 2008). In order to be successful, organizations should strategically aim to fit the individual values with corporate values (Bellotto, 1997). Value conflicts decrease employees' involvement in their work. Employees experience a de-motivating situation in which they are discouraged from pursuing what they truly value. They lose their sense of efficacy and accomplishment as they devote their time and talents to activities perceived as worthless or useless (Leiter, 2008). Purpose of this study is to investigate some variables concerning the relationship between individuals and organizations in a temporary employees group compared to permanent. More specifically, this research investigates if Corporate Coherence and Fairness affects Work Engagement, Perceived Organizational Support and if there are differences between two groups with respect to the investigate variables. Moreover, the study investigate whether Work Values, Occupational Self-Efficacy and Perception of Labour Market in your Area mediate between Corporate Coherence and Fairness, Work Engagement and Perceived Organizational Support. Method: Data collection is still in progress. The research will be carry out on a sample of 200 employees: 100 permanent and 100 temporary workers recruited from different work contexts in southern Italy. Employees filled self-report questionnaires: Utrecht Work Engagement Scale (UWES - Schaufeli, Salanova, Gonzalez-Roma & Bakker, 2002; Schaufeli, Bakker & Salanova, 2006; Pisanti et al., 2008), Corporate Coherence and Fairness (Majer, D'amato, 2007), Survey of Perceived Organizational Support (SPOS - Battistelli & Mariani, 2011), Work Value Scale (Avallone et al., 2007), Perception of Labour Market in your area (Avallone, Grimaldi & Pepe, 2007), Occupational Self Efficacy (OCCSEF – Tani et al., 2009). Results: We expect that the comparison will confirm that there are some statistically significant differences between the two groups. Regression analyses will be employed to find the effects of Corporate Coherence and Fairness on Work Engagement and Perceived Organizational Support and to explain the role of mediation variables. Conclusion: The possible implication of research will be discussed also in view of future organizational consulting intervention programs.