Works
- Happy together? How using nonstandard workers affects exit, voice, and loyalty among standard employees, Academy of Management Journal 46(4), 475 to 485, 2003
- Mixing standard work and nonstandard deals: the consequences of heterogeneity in employment arrangements, Academy of Management Journal 49(2), 371 to 393, 2006
In Organizational Structures
Known for
The consequences of blended workforces
Ideas
Mixing standard and nonstandard workers. With Davis-Blake, found that higher proportions of nonstandard workers in work groups went with less favorable attitudes toward supervisors and peers, higher turnover intentions, and less helping. Caveat: A study of work groups, read in its abstract only, which gives no sample; the outcome is workers' attitudes and behaviors, not firm performance.
In this section, “read” means read by the Organizational Structures series: where a line says a work, or part of one, was not read, the series did not read it.