Job satisfaction just temporary

1. Centre for Management Studies

4. To study of major factor behind drain into more
attractive temporary jobs from permanent job.
To study temporary employee’s satisfaction level.

5. Permanent job used to be consider as a lottery.
People used to do hard work to be permanent
in company , to get security for their future.
Parents used to look for a government job
employee or a private permanent employee to
marry their daughter.

6. The development suggests that for the first
time, Indian workforce is putting opportunity
ahead of security .The carrots –better career
profile ,money and organisation brand.
A shift such as this can give the employee
exposure to new growth areas ,experience of
working on cutting edge technology and an
opportunity to get as a permanent employee
eventually.

7. Temporary
Relief
Growing Dash Of
Numbers Youth
No
Insecurities

8. • Indians putting ahead for job security for
Temporary better career profile ,money &organisation
Relief brand.
• Younger employees have a higher risk appetite
Dash Of Youth in terms of job movement.
• Temporary staffing in the industry in India
Growing Numbers less than 15 years old , but has more than
600,000 on its role
J
Jobs security seems to be a minsomer too as no employee
No Insecurities ,whether on temporary or permanent assignment ,can be
indiscriminately fired from the job.

9. Indians are not going for temporary relief of permanent job.
They consider permanent relief by building their CV ,they
consider permanent relief by making their profile hypnotic.
They consider themselves in permanent relief by getting a
experience by diversity.
Upneja,26,is a financial analyst at Microsoft's corporate office
in Gurgaon. Four months ago, she quit her permanent job at a
manufacturing company to move into this temp job that is a
better opportunity in terms of career profile, money and
brand.Upneja says she has three years of experience and
perhaps it will take her another three years to reach some
kind of a leadership role. It hardly matters to me whether it is
a temp or permanent job. My objective is two-fold a good
profile and building my CV

10. A permanent job holds the promise of security, but employees
are rising above that as they now believe they have
employment security. They are confident that after an exit
they can get the next job easily. Young employees have a
higher risk appetite in terms of job movement. What exactly
do employees lose when they leave permanent jobs Nothing
much. The difference is that in a permanent job you are
engaged in an activity that is continuous in nature. The dues a
temp and a permanent employee are eligible for are the same
be it minimum wages or coverage under social security.

11. Growing Numbers
Says E Balaji, MD and CEO of Mafoi Randstad a staffing and search firm
"This is a also reflection of the temporary industry maturing. About 12-
13 years ago ,no one would want to work in a temporary role. They
preferred to be without a job.”
temporary workers are a diverse group who work in a wide range of
occupations and sectors
Temporary employment has grown in a number of OECD countries
during the past two decades and this growth has raised concerns that
temporary jobs may be crowding out more stable forms of employment,
becoming an additional source of insecurity for workers and increasing
labour market dualism between workers finding stable career jobs and
those failing to do so
The temporary staffing industry in India is less than 15 years old, but
has more than 600,000 on its role currently

12. Job security seems to be a misnomer too.
Irrespective of whether an employee is on a
temporary or permanent assignment , he/she
cannot indiscriminately fired from their job.
"One can be let to go based on the terms agreed
in contract or appointment letter by providing
adequate notice, "As a result ,employees are
more concerned about career progression and
acquiring relevant experience on their CVs than
hankering after job security.

13. Belgium
100%
90%
80% 100%
70% 90%
60% 80%
50% 33 34 33
70%
40% 60%
30%
50%
20%
40%
10%
0% 30%
20%
10%
0%
ManufacturingRetail Education
% 32.2 29.8 36

14. Belgium Germany
Female Male Female Male
36% 28%
64% 72%

15. Belgium Germany
Permanent Temporary Permanent Temporary
46%
54% 46%
54%

16. Hypotheses
• H1: Temporary workers are more likely to have
psychological contracts with mutual low obligations, or
with employee over obligation, than permanent
workers, whereas they are less likely to have
psychological contracts with mutual high obligations, or
with employee under obligation.
• H2: Employees perceiving mutual high obligations report
higher organizational commitment (H2a), job
satisfaction (H2b), and life satisfaction (H2c) than
employees perceiving mutual low obligations, employee
over obligation, or employee under obligation.
• H3: Employees perceiving mutual high obligations report
less psychological contract violation than employees
perceiving mutual low obligations or employees perceiving
imbalanced psychological contracts (employee over
obligation and employee under obligation).

17. H1: Differences between
employees on temporary vs.
permanent contract

18. H2/H3: PC-Typology and outcomes (ANCOVA)
Commitment Job satisfaction
Life Satisfaction Violation
18

19. Duration of
temporary
jobs and
contracts
Human capital
accumulation and
training

20. Duration of temporary Human capital
jobs and contracts accumulation and training
• shorter jobs will imply • Training is costly to
greater insecurity provide and firms
whenever searching for training workers who will
a new job involves some soon leave the firm
risk. cannot expect to capture
• employment conditions most of the benefits
may differ quite from that training.
considerably for
temporary jobs of
different durations

21. Relative job satisfaction of temporary workers, 1997
Ratio of average satisfaction levels of temporary to permanent workers
(a value above 100 corresponds to greater job satisfaction for temporary workers)
Country Overall Satisfaction with Satisfaction with Satisfaction with
satisfaction pay job security working conditions
Austria 96.3 94.9 84.5 99.2
Belgium 100.6 96 74.6 105.1
Denmark 98.5 92 72.6 96.3
Finland 101.1 92.4 66.3 101.9
France 95.5 92.8 61.3 102.3
Germanye 95.1 97.3 82.7 99
Greece 76.7 78.9 57.1 80.7
Ireland 94.4 90.6 64.9 101.4
Italy 84.2 84.9 62.1 93.8
Luxembourg 94.8 96.3 77.9 105.1
Portugal 91.3 92.6 71.5 98.6
Spain 90.6 89.9 63.6 96.2
Netherlands 98.9 94.7 73.5 107.1
United Kingdom 95.9 89.2 74.3 ---
ECHP AVG 93.9 91.6 70.5 99
. Da ta not a va i l a bl e .
a ) Da ta re fe r to the va ri a bl e PK001: s a ti s fa cti on wi th work or ma i n a cti vi ty.
b) Da ta re fe r to the va ri a bl e PE031: “How s a ti s fi e d a re you wi th your pre s e nt job i n te rms of e a rni ngs ?”
c) Da ta re fe r to the va ri a bl e PE032: “How s a ti s fi e d a re you wi th your pre s e nt job i n te rms of job s e curi ty?”
d) Da ta re fe r to the va ri a bl e PE036: “How s a ti s fi e d a re you wi th your pre s e nt job i n te rms of worki ng
condi ti ons "?
e ) Da ta re fe r to 1996.
f) Unwe i ghte d a ve ra ge of countri e s s hown.
Source : Se cre ta ri a t ca l cul a ti ons us i ng da ta from the Europe a n Communi ty Hous e hol d Pa ne l , wa ve 4.

22. • Temporary jobs may involve less commitment to the employer
and, hence, better opportunities to combine work with other
activities (e.g. education and care giving). Other individuals may
value temporary jobs as a means of entering the labour
market, securing an immediate source of income while gaining
work experience that can help them to move up the job ladder.
Similarly, by acting as a buffer, temporary jobs may allow employers
to adjust their operations more effectively to changes in
competitive conditions, including business-cycle fluctuations in
demand.
• Employers may also use temporary jobs as a least-cost way of
screening potential candidates for permanent jobs in their firms.
• Employers are looking for better profile rather than for a
permanent job.

23. • 30th JUL 2011 ECONOMICS TIMES
• Statistics Canada — Catalogue no. 75-001-XIE
• INDIA’S LABOR MARKET Case For Temporary
Staffing Reform To reduce Unemployment A White
Paper By Team lease Services
• Psychological Empowerment and Job Satisfaction of
Temporary and Part-Time Nonstandard Workers: A
Preliminary Investigation Kevin E. Dickson
Southeast Missouri State University Alicia Lorenz
Southern Illinoisan
• OECD EMPLOYMENT OUTLOOK – ISBN 92-64-19778
8– ©2002

24. Acknowledgements
I sincerely thank all the Faculty at CMS , Jamia Millia
Islamia for providing us an opportunity to gain an
enriching experience through the valuable concept of
Presentation. I express my sincere gratitude to Dr. P.K.
Gupta for his constant guidance and support
throughout the period of my study.
I also thank all the faculty members and my seniors for
providing continuous encouragement and useful
suggestions throughout the study.