• contingent workers;
  • temporary help services;
  • employee–organization relationship;
  • customer orientation


This study explored the unit-level antecedents and outcomes of contingent workers' attitudes toward their temporary help services (THS) firm. It was proposed that (a) client-orientation levels of the THS firm's full-time staff would influence the level of support received by contingent workers, (b) staff supportiveness would be reciprocated by these workers in the form of favorable firm-directed attitudes, and (c) contingent workers' attitudes toward the THS firm would influence two unit-level outcomes—client reported service failure, and voluntary turnover rates of THS staff. Support was found for all the hypothesized relationships in a longitudinal study utilizing survey data gathered from 1324 full-time employees, 570 contingent workers, and 1951 clients; and archival data on staff turnover from 46 strategic business units (SBUs) of a THS firm. These results are discussed within the context of employee–organization relationship (EOR), contingent workforce, and service management literatures. Copyright © 2010 John Wiley & Sons, Ltd.