Abstract

A study of the temporary workforce in nine manufacturing organizations in the Pacific Northwest revealed three strategies for their participation in quality initiatives. Temporary workers ranged from 10% to 35% of the production employees at these companies, all of which had active continuous process improvement programs. One strategy relied on the internal motivation of temporary workers to involve themselves in improvement activities. This occurred especially at the smaller firms with mature total quality management programs. Keys for success were selection criteria at the hiring stage and an organizational culture that supported involvement. The most frequently used strategy was to use regular employment as a goal for those temporaries who contributed to improvement programs. This was appropriate in growing organizations in which everyone knew that advancement to regular employment required performance. A third strategy was having a pool of permanent temporary employees. Selective hiring necessarily identified those who wanted only temporary positions. Such individuals come to have a deep understanding of and strong commitment to their companies. For all these strategies, success factors include respect, consistency, and an investment of effort. It is wise to have a champion for the temporary-worker program.