The relationships of work for organisations using contractors and the impact on employee performance
Whilst non-standard workers continue to exert a growing presence in the workforces of many western nations, research on the impact and HRM implications of utilising them is still relatively scant. Practitioners, policy makers and organisations need to know more about how the presence of non-standard workers affects other employees and, in particular, how they affect organisational effectiveness. This latter concern is made even more pertinent by the fact that moves to using non-standard labour are generally explained as being employer driven in the quest for organisational flexibility and cost containment (see for example deRuyter & Burgess, 2000; Feldman, 1992; Gallagher & McLean-Parks, 2001). Over a decade ago, seminal papers by Davis-Blake and Uzzi (1993) and Pearce (1993:1082) focussed specifically on contractors and these works are developed in our investigation of the working relationships of contractors, co-workers and managers within one organisation. While our results provide no evidence of the common assumption that contractors are less committed than employees, we do find support for the presence of contractors decreasing employee trust in the organisation.