The “non‐permanent” reality!

Abstract

Looks at how the rise in the use of non‐permanent employees has stimulated much debate concerning the long‐term impact on the success of organizations and skill development at the organizational and national level. Draws on internationally comparable data from 12 countries to explore the relationship between non‐permanent work and organizational profitability, workforce expansion and investment in employee training and development. Argues that national contextual conditions, in terms of employment legislation and training traditions, and the management of non‐permanent workers are important factors affecting the efficiency outcomes associated with using this particular flexible employment option.

Citation

Tregaskis, O. (1997), "The “non‐permanent” reality!", Employee Relations, Vol. 19 No. 6, pp. 535-554. https://doi.org/10.1108/01425459710193090