Twenty years after the groundbreaking McKinsey report on the “War for Talent” was published, the challenge to identify, deploy and retain talent has not abated, and in fact has been exacerbated by economic, demographic and technological shifts. Contingent work arrangements are forecasted to exceed 40% of the workforce by the year 2020. The problem is that models of managing, motivating and engaging workforces were developed for standard workforce arrangements. This study was proposed to add to the practice of talent management in a tumultuous business environment that requires new models of work relationships while attempting to achieve traditional goals of engagement and performance. The survey research was designed to generate data to demonstrate relationships between work-related personal resources and engagement and then between engagement and job performance. The study compared these relationships within populations of employees in standard and nonstandard work arrangements. The data suggest that movement capital is a set of personal resources that serves as an efficient predictor of engagement and self-rated performance. The predicted relationship, that engagement mediated the relationship of movement capital to performance, was not found in this the case. Movement capital retained its predictive value and engagement did not add any more to the regression. The relationship was not significantly different for workers in nonstandard work arrangements than for employees.
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|Commitee:||Parker-Williams, Charmon, Thompson, Jennifer|
|School:||The Chicago School of Professional Psychology|
|School Location:||United States -- Illinois|
|Source:||DAI-A 81/3(E), Dissertation Abstracts International|
|Subjects:||Management, Occupational psychology, Business administration|
|Keywords:||Employability, Gig economy, Job performance, Movement capital, Work engagement|
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