Seminar paper from the year 2015 in the subject Business economics - General, grade: 1,3, University of Applied Sciences Braunschweig / Wolfenbüttel; Salzgitter, course: Betriebswirtschaftslehre, language: English, abstract: No other form of employment has gained in importance in such a short period. Since 1990, temporary employment has grown enormously and has gained a larger value than before (Luo, Mann, Holden, 2010). In many companies, temporary work has become an alternative form of employment to cover additional work or personnel shortfalls. Due to this, the social image of temporary employment has increased slightly. Nowadays, companies use temporary employees as an alternative to reduce their cost and remain profitable and competitive in the market (Eisenberg, 1999). This means that many companies use temporary employees to supplement their personnel needs and as a strategy to reduce their personnel cost. Depending on the situation, temporary employment agreements can be both beneficial and harmful to companies (Kirk, Belovics, 2008). On the other hand, temporary work has struggled against quite a negative image. Headlines, such as modern slavery, have been consolidated in connection with temporary work. This assumption highlights that temporary employment is used by companies to reduce labour costs and shift employment risks away from companies to- wards the employees. Therefore, it could be argued why temporary employees offer their manpower at the lowest possible wages without job security or career prospects. A fundamental question that arises here is how temporary employment can be integrated into existing labour and social structures of the company in the event of durable and intensive use and what measures should be considered by companies. According to this, the purpose of this paper is to analyse whether temporary work is a viable alternative to traditional employment. In particular, the advantages of temporary work will be discussed in association with the risks. Looking at the processes of recruitment and the integration of additional decision-making structures, such as the works council, makes it clear that the use of temporary employment requires particular requirements within the internal communication.

Seminar paper from the year 2015 in the subject Business economics - General, grade: 1,3, University of Applied Sciences Braunschweig / Wolfenbuttel; Salzgitter, course: Betriebswirtschaftslehre, language: English, abstract: No other form of employment has gained in importance in such a short period. Since 1990, temporary employment has grown enormously and has gained a larger value than before (Luo, Mann, Holden, 2010). In many companies, temporary work has become an alternative form of employment to cover additional work or personnel shortfalls. Due to this, the social image of temporary employment has increased slightly. Nowadays, companies use temporary employees as an alternative to reduce their cost and remain profitable and competitive in the market (Eisenberg, 1999). This means that many companies use temporary employees to supplement their personnel needs and as a strategy to reduce their personnel cost. Depending on the situation, temporary employment agreements can be both beneficial and harmful to companies (Kirk, Belovics, 2008). On the other hand, temporary work has struggled against quite a negative image. Headlines, such as modern slavery, have been consolidated in connection with temporary work. This assumption highlights that temporary employment is used by companies to reduce labour costs and shift employment risks away from companies to- wards the employees. Therefore, it could be argued why temporary employees offer their manpower at the lowest possible wages without job security or career prospects. A fundamental question that arises here is how temporary employment can be integrated into existing labour and social structures of the company in the event of durable and intensive use and what measures should be considered by companies. According to this, the purpose of this paper is to analyse whether temporary work is a viable alternative to traditional employment. In particular, the advantages of temporary work will be discussed in associati"

This ebook examines a range of issue, challenges and responses relating to temporary workers and human resource management. Although the issues and challenges are significant - including regulatory compliance and safety management - there is a shortage of literature examining temporary work and HRM. Although an OECD (2002) report suggested that there was a growing share of temporary employment in many countries worldwide this special issues drew research mainly from the UK and Australia. The Guest Editor suggest that therefore considerable gaps exist in the international arena.

Over the past two decades the use of flexible employment relations has increased in most developed countries. The growth of temporary agency work constitutes a significant component of this development. Organizations are now facing the challenges of managing a ‘blended workforce’, i.e. a workforce consisting of both direct hires and contractors. At a time when Europe, as well as the rest of the world, is facing enhanced global competition and a severe labor market crisis, an understanding of temporary employment practices becomes all the more acute. With the evolution of the use of agency work in the Western world over the past decade, the chapters in this volume show how a focus on the management and organization of temporary agency work can be helpful to see possibilities and pitfalls for the use of temporary employment in the wake of changed employment practices and challenges to labor market stability and welfare structures. Together, the new case studies presented in this volume provide a wide scope of analysis of the organization and management of temporary agency work, offering a much-needed contribution to the discussion of issues and priorities that guide and shape organizational practices today. Its particular uniqueness lies in the empirical richness and variety of local case studies and the way in which these are related to wider policy aims, ideological shifts, and the dynamics of organizational practice, with a particular focus on the organization and management of ‘blended workforces’.

Human resources management is essential for any workplace environment and is deemed most effective when a strategic focus is in place to ensure that people can facilitate that achievement of organizational goals. But, effective human resource management also contains an element of risk management for an organization which, as a minimum, ensures legislative compliance. Human Resources Management: Concepts, Methodologies, Tools, and Applications compiles the most sought after case studies, architectures, frameworks, methodologies, and research related to human resources management. Including over 100 chapters from professional, this three-volume collection presents an in-depth analysis on the fundamental aspects, tools and technologies, methods and design, applications, managerial impact, social/behavioral perspectives, critical issues, and emerging trends in the field, touching on effective and ineffective management practices when it comes to human resources. This multi-volume work is vital and highly accessible across the hybrid domain of business and management, essential for any library collection.