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Toward improved employment relations practices of casual employees in the New South Wales registered clubs industry
Author(s) -
Lowry Diannah S.,
Simon Alan,
Kimberley Nell
Publication year - 2002
Publication title -
human resource development quarterly
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.756
H-Index - 65
eISSN - 1532-1096
pISSN - 1044-8004
DOI - 10.1002/hrdq.1013
Subject(s) - casual , stratified sampling , accidental sampling , sample (material) , hospitality , psychology , job satisfaction , snowball sampling , exploratory research , nonprobability sampling , public relations , marketing , context (archaeology) , business , social psychology , sociology , political science , geography , demography , medicine , social science , tourism , population , chemistry , archaeology , pathology , chromatography , law
This research investigated the effects of casual work arrangements on employee job satisfaction and commitmentin a segment of the hospitality sector in Australia. The authors surveyed a total of 454 casual employees: theyinterviewed 42 employees in a sample of clubs within the top two hundred registered clubs in the state of New SouthWales (NSW), Australia, and 384 employees returned questionnaires from a sample of different clubs. Forthe interviews, the authors selected eighteen clubs using nonproportionate stratified sampling, the strata beingsmall, medium, and large. The team conducted systematic random sampling of the clubs within each stratum. Usingnonprobability accidental sampling, they then selected individual interviewees at the clubs. For the questionnairesurvey, the sampling procedure was identical, but the team selected eighteen different clubs. Questionnaires wereadministered to all two thousand employees at these eighteen clubs. Because of a low response rate to the survey,the authors questioned an accidental sample of twenty casual employees, who admitted to not responding, in order tosee whether their responses differed from those of the participants. The responses were very similar. Key findingssuggest that casual employees experience varying levels of commitment and satisfaction according to theirperceptions of work context factors such as training, promotion, work scheduling, management practices, and socialintegration. The authors encourage employers in highly casualized enterprises to involve and empower their casualemployees, provide continuous feedback as well as behaviorally based formal performance appraisals, address theissue of training opportunities and program content for casual workers, and consider ways of developing theircareer paths.