This chapter includes a conclusion and suggestions for future research and ends with final remarks.
Conclusion
This research compared job satisfaction and OCB of contractors to that of employees. Additionally this research measured the relationships between the job satisfaction and OCB in both contractors and employees. Organizations that use contractors may benefit from an understanding of these relationships.
As the temporary staffing industry continues to grow, and more and more people find themselves in temporary working arrangements, an understanding of these arrangements will become more imperative. Organizations should recognize the impact of contractors’ behaviors on the overall organizational behaviors. Managers should acknowledge extra efforts of contractors and should positively reinforce these efforts to ensure the behaviors continue.
Suggestions
Research involving contractors and the contingent workforce in general are still in their infancy in Taiwan. As the contingent workforce continues to grow, investigations concerning this population will become ever more important to organizational researchers and to contingent workers and the companies that rely on them.
This study should direct researchers towards areas of future investigation. The following Three suggestions provide guidance for future research on contractors and research involving job satisfaction and OCB.
Firstly, researchers (Konovsky & Pugh, 1994; Moorman, Blakely & Neihoff, 1998) demonstrated that other attitudinal variables such as perceived organizational support for example, might be important in determining OCB. Future research should seek out other variables that may be important determinants of OCB among both contractors and employees. Likewise dispositional or personality variables such as
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volunteerism and pro-social personality orientation have also been hypothesized to influence OCB. There is some evidence that suggests even an employee’s role identity in an organization can affect the level of OCB (Penner, Midili, & Kegelmeyer, 1997).
Secondly, with emphasis on the final outcomes, future research should investigate the extent to which OCB of contractors impacts the overall organizational effectiveness. Such research should also address whether OCB by contractors leads to OCB by employees or vice-versa. The question is “Who is setting the example for whom?”
Thirdly, find more participants from a variety of representative samples to re examine this topic and to research the related topics in order to have valid results and good generalizations.
Taken as whole, the current results are consistent with many of conceptions about temporary employment. In addition, the current results are consistent with notion that temporary employment is an unsatisfying employment option. The current results reveal the ideas that contractors aren’t committed to their jobs. In summary, contractors are valuable human resources. If treated fairly, contractors could positively impact the organizations where they work.
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行政院勞委會 (民95)。【事業單位使用派遣勞工概況】。未出版之統計數據。