Motivating Part Time Employees
Motivating an organization’s employees is not amongst the easiest of tasks for a manager to accomplish. Even more challenging is motivating part-time employees whom are usually forgotten and ignored by the organization (Inman & Enz, 1995, p. 1). According to Statistics Canada, nearly 19% of the workforce constitutes of contingency workers who are not being utilized to their full potential (Statistics Canada, 2008). It is noticed that the number of contingency workers is almost one fifth of the workforce and the number is continuously growing year by year; thus it is important that companies start emphasizing on strategies to improve their part-time team. Ignoring these workers can cost many businesses to have an increase in employee turnovers, higher rate of absenteeism and higher retraining costs. The following section will analyze why part-time employees receive less attention and recognition than full-time employees and will suggest possible strategies to improve and motivate the part-time workforce.
Part-time employees should without a doubt be considered as part of an organization’s valued assets. These types of employees contribute to the businesses overall objectives, help decrease wage outlays and fill in or replace work hours that full-time employees do not want to work. However, managers have created myths about part-time employees in which they view them as inferior, less hardworking, less competent, indifferent about product quality or organization’s goals, less loyal and higher in absenteeism (Inman & Enz, 1995, p. 2). These myths are caused due to the fact that part-time workers are not paid as much as full-time workers, are usually needed for the organization’s “grunt” work, frequently have other goals to accomplish (school, family), are looked down upon by full-time employees and do not always have many career opportunities (Sykes). They also often quit their jobs because they feel that their managers ignore them and do not adequately prepare
Part-time employees should without a doubt be considered as part of an organization’s valued assets. These types of employees contribute to the businesses overall objectives, help decrease wage outlays and fill in or replace work hours that full-time employees do not want to work. However, managers have created myths about part-time employees in which they view them as inferior, less hardworking, less competent, indifferent about product quality or organization’s goals, less loyal and higher in absenteeism (Inman & Enz, 1995, p. 2). These myths are caused due to the fact that part-time workers are not paid as much as full-time workers, are usually needed for the organization’s “grunt” work, frequently have other goals to accomplish (school, family), are looked down upon by full-time employees and do not always have many career opportunities (Sykes). They also often quit their jobs because they feel that their managers ignore them and do not adequately prepare
Cited: Inman, C., & Enz, C. (1995, October 5). Shattering the myths of the part-time worker. Retrieved March 16, 2008, from All Business: http://www.allbusiness.com/accommodation-food-services/523289-1.html Kohn, A. (1999). Punished by Rewards: The Trouble with Gold stars, Incentive Plans, A 's, Praise, and Other Bribes. Boston: Houghton Mifflin. Pollar, O. (2000, October 20). Keeping Part-Time Employees Happy. Retrieved March 16, 2008, from VHI Healthcare: http://www2.vhi.ie/topic/parttime Statistics Canada. (2008, 01 10). Full-time and part-time employment by sex and age group. Retrieved 03 16, 2007, from http://www40.statcan.ca/l01/cst01/labor12.htm Sykes, E. (n.d.). Eight Ways to Motivate Part Time Employees . Retrieved March 16, 2008, from Senior Magazine Online: http://www.seniormag.com/marketing/motivating-parttime-employees.htm