Organizational Citizenship Behavior of Contingent Workers in Singapore

Abstract

This study, conducted in Singapore, where there are ongoing labor shortages, supports social exchange theory predictions that contingent workers engage in less organizational citizenship, expect less of their employers in their psychological contracts, and have lower affective commitment than regular employees. Contrary to expectations, the relationship between two attitudes—commitment and psychological contracts— and organizational citizenship was stronger for contingent workers than for regular employees, indicating that when contingent workers have positive attitudes about their relationship with an organization, they engage in organizational citizenship behavior. We discuss the implications of these unexpected results for theory and practice.