Professional contractor wellbeing: mutual benefits of organisational support

Tui McKeown and Robyn Cochrane

International Journal of Manpower, 2012, vol. 33, issue 7, 786-803

Abstract: Purpose - The purpose of this paper is to examine the relationship between professional contractor (PC) wellbeing and organisational support as one of mutual benefit for both parties. Design/methodology/approach - Four hypotheses were tested via hierarchical regression techniques using survey data gathered from a sample of 375 PCs working in a range of Australian organisations. Content analysis techniques were used to examine PC responses to a related open‐ended question. Findings - The results demonstrate a positive relationship between self‐efficacy, organisational support, work engagement and knowledge sharing with wellbeing. Adding the PCs’ individualised perspectives provides further insight into the value that PCs bring to an organisation. Research limitations/implications - The study is limited to PCs within Australia and examines PCs rather than professionals generally. The authors limit the analysis approach to regression techniques rather than structural equation modelling. Practical implications - First, demonstration of the importance of organisational support to PCs is an important finding for organisations in itself. Second, this finding allows us to suggest specific interventions and guidelines for organisations seeking to efficiently engender contractor engagement and knowledge sharing. Originality/value - The role of contractor management has become important as organisations increasingly rely on outsourced and contracted work arrangements. The authors consider how organisations and PCs can benefit from organisational practices perceived as being supportive. It is important for both organisations and PCs to be able to identify and develop the key factors which shape the contractual exchange prior to, and throughout, contracted work assignments.

Keywords: Wellbeing; Organizational support; Professional contractors; Knowledge sharing; Work engagement; Self efficacy; Australia; Organizational behaviour (search for similar items in EconPapers)
Date: 2012
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Persistent link: https://EconPapers.repec.org/RePEc:eme:ijmpps:v:33:y:2012:i:7:p:786-803

DOI: 10.1108/01437721211268320

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