Rethinking Human Resource Strategies: A Shift in the Treatment of Contingent Workers

Abstract

Contingent workers fulfill valuable organizational needs and have functioned as knowledge resources for organizations. Despite their contributions, the literature suggests that a difference in treatment exists between contingent and standard workers in terms of onboarding, pay for performance, and training and development practices within organizations. This paper presents an empirically testable framework that argues for a shift in HR strategies that will allow for equality in treatment between standard and contingent workers within organizations.