Job Motivations of Professional and Technical Contingent Workers: Are They Different From Permanent Workers?

In the United States and Europe, the fastest growing segments of the temporary or contingent workforce have been In professional and technical fields. Yet little is known of the motivations of these workers. Accordingly, the authors administered the Hackman and Oldham (1980) Job Diagnostic Survey to professional and technical contingent and permanent employees of a major U.S. telecommunications company. Contingent workers had higher motivation potential scores, scored significantly higher in task identity and feedback from the job, and scored higher In combined need strength than did the permanent workers. The findings suggest that contingents can be a rich source of motivated workers.     

Innovation Motivation and Artistic Creativity

Innovation motivation is a social learning model of originality comprising two variables: the need to be different and innovation expectancy. This study examined their contribution to artistic creativity in a sample of undergraduates. Participants completed measures of both innovation motivation variables as well as intelligence, adjustment, and artistic training. Participants completed three drawings using colored pencils: a human artifact, a non‐human life form, and a person. Choice of main subject and details were tabulated for each drawing and originality scores were derived based on the infrequency of each thematic element. The drawings were also evaluated for technical proficiency and creativity by two master's level art therapists. The need to be different and innovation expectancy each predicted the originality of each drawing; together, they predicted 42% of the variance in the composite originality score. The need to be different and innovation expectancy also predicted proficiency and creativity ratings, especially the latter. The other variables yielded weaker, less consistent predictions. In general, both innovation motivation variables still predicted significant proportions of the variance in originality scores and creativity ratings even after controlling for other variables.     

THE IMPACT OF HUMAN RESOURCE AND OPERATIONAL MANAGEMENT PRACTICES ON COMPANY PRODUCTIVITY: A LONGITUDINAL STUDY

Within the strategic human resource management (SHRM) perspective, psychology‐based practices, especially empowerment, extensive training, and teamwork, are seen as vital to sustained competitive advantage. Other approaches, such as those of integrated manufacturing and lean production, place greater emphasis on operational initiatives such as total quality management, just‐in‐time, advanced manufacturing technology, and supply‐chain partnering as determinants of organizational performance. We investigated the relative merits of these practices through a study of the productivity of 308 companies over 22 years, during which time they implemented some or all of these 7 practices. Consistent with SHRM theory we found performance benefits from empowerment and extensive training, with the adoption of teamwork serving to enhance both. In contrast, none of the operational practices were directly related to productivity nor did they interact with other practices in ways fully consistent with the notions of integrated manufacturing or lean production.     

Employment of Recent University Business Graduates: Do Age,Gender, and Minority Status Make a Difference?

This study examined differences in the process of job search based on age, gender, and minority status. A sample of 398 recent business graduates of a southern university completed a survey on their current status and job search process, which was matched to their academic record. Results showed that women had higher GPAs than did men, but fewer women went on to graduate school immediately after graduation. African Americans had lower GPAs at graduation, were more likely to have used the university placement center, and were less likely to have had internships than Whites. These results are discussed in terms of providing better preemployment opportunities for women and African Americans and in terms of a realistic employment preview mechanism for all students.