ContingentWorkers and Flexible Work Arrangements

Explorationand Company Reliance

Contingentworkers are also known as freelancers. They are a group ofprofessionals who prefer to work for companies on temporary contracts(Samson &amp Daft, 2010). Companies usually hire them to work on aprovisional basis to provide extra labor during increased demand forproducts or services. This way, organizations minimize their expensesby only paying contingent workers for their productive time.

Aflexible work arrangement is an agreement between an employer andworker to exercise flexibility in areas such as scheduling of workinghours, the number of work hours, and place of work (Samson &ampDaft, 2010). Organizations tend to rely on flexible work arrangementsto attract, motivate, and retain high performing employees because itimproves employees’ work-life balance.

SpecialCompensation Issues

Compensatoryissues may include compensatory time off, makeup time, and standbytime. Under compensatory time off (CTO), an employee may be giventime off instead of overtime payment (Jackson &amp Mathis, 2016).CTOs become compensatory issues when organizations use them in a waythat treats all employees as nonexempt, thus compromising the statusof the exempt employees. Organizations can redress this issue bycorrectly classifying all employees and identifying those who areeligible for CTOs.

Makeuptime is when an organization allows employees to make up for the worktime they missed while attending to personal issues (Jackson &ampMathis, 2016). However, makeup time cannot be given without a writtenagreement. Therefore, an organization can prevent the possibility ofgiving makeup time without a written agreement by establishingbargaining agreements with all employees.

Issuesarising from standby time include whether an employee should getpayment for standby time. However, a standby time can only be paidwhen the employer controls the time in a way that denies an employeethe opportunity to attend to personal issues. The employer shouldclearly define the nature of work they are giving employees to avoidfuture confusions.


TheNational Labor Relations Board (NLRB) has allowed contingent workersto join the same union as permanent workers without any restriction.In fact, the rapid expansion of contingent workforce and flexiblework arrangements provoked NLRB to develop and implement publicpolicies which seek to balance between production and flexibility,and economic security and flexibility of all workers. This policygives employees the power to challenge any unlawful use of temporarycontracts to weaken the bargaining power of employees in anorganization.

Fitfor Competitive Advantage

Contingentworkers fit for competitive advantage refers to all the benefits ofemploying contingent workers over permanent workers. One of thepredominant benefits is that it enhances the economic situation of anorganization (Vaiman et al., 2010). For instance, organizations onlypay for productive time when they hire contingent workers. It allowsan organization to match its resources effectively to theopportunities in the external environment.


One of the weighty issues that tend to arise when employingcontingent workers is that they tend to be less productive anddisloyal to their employers because they do not expect other benefitsfrom them. Therefore, they are not motivated by the existence ofopportunities such as promotion because they know that they only workin a particular organization for a short time. However, Christianworldview of work is that it is an order for humanity from God(Genesis 2: 5-15). According to the book of 1Corinthians 3: 13-15,all work will be evaluated and rewarded by God. Therefore, all work,including contingent work should be treated with utmost importance.


Samson,D., &amp Daft, R. L. (2011). Management.South Melbourne, Vic: Cengage Learning.

Jackson,J. H., &amp Mathis, R. L. (2012). Humanresource management:Essential perspectives. Cengage Learning

Vaiman,V., &amp Palgrave Connect (Online service). (2010). Talentmanagement of knowledge workers: Embracing the non-traditionalworkforce.Basingstoke: Palgrave Macmillan