Commitment, trust and work behaviour: the case of contingent workers

T.C. de Gilder

doi:10.1108/00483480310488351

Commitment, trust and work behaviour: the case of contingent workers

Research output: Contribution to Journal › Article › Academic › peer-review

Abstract

In this study differences in trust, commitment and justice perceptions were investigated between contingent and core employees in two hotels, as well as their effects on work behaviour. Contingent workers showed lower commitment to the team and to the organisation, and displayed less favourable work-related behaviours than core employees. Commitment to the team mediated between job status (contingent vs. core employees) and five work-related behaviours. Furthermore, depending on job status, trust and commitment were differentially related to work-related behaviours. The implications of these results are discussed.

Original language	English
Pages (from-to)	588-604
Number of pages	17
Journal	Personnel Review
Volume	43
Issue number	5
DOIs	https://doi.org/10.1108/00483480310488351
Publication status	Published - 2003

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title = "Commitment, trust and work behaviour: the case of contingent workers",

abstract = "In this study differences in trust, commitment and justice perceptions were investigated between contingent and core employees in two hotels, as well as their effects on work behaviour. Contingent workers showed lower commitment to the team and to the organisation, and displayed less favourable work-related behaviours than core employees. Commitment to the team mediated between job status (contingent vs. core employees) and five work-related behaviours. Furthermore, depending on job status, trust and commitment were differentially related to work-related behaviours. The implications of these results are discussed.",

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AB - In this study differences in trust, commitment and justice perceptions were investigated between contingent and core employees in two hotels, as well as their effects on work behaviour. Contingent workers showed lower commitment to the team and to the organisation, and displayed less favourable work-related behaviours than core employees. Commitment to the team mediated between job status (contingent vs. core employees) and five work-related behaviours. Furthermore, depending on job status, trust and commitment were differentially related to work-related behaviours. The implications of these results are discussed.

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Commitment, trust and work behaviour: the case of contingent workers

Abstract

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