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Over half of all people working on behalf of any given organization
are typically not their own employees. Some are freelance
contractors working in their own right. A significant proportion is
employed to provide these services by another firm, under agency or
outsourcing service agreements. The services they perform under
these agreements are often vital in supporting the organization's
customer relationships, reputation and brand identity. Yet,
remarkably, little attention has been paid to how
thesenon-employees are managed, motivated and meaningfully engaged.
Management protocol generally sees them as outside the
organization's remit or control. The law paints them as victims.
This ground-breaking book challenges both these assumptions.
Through a combination of pioneering legal analysis and rigorous
case-study research, it demonstrates that non-employees are often
the organization's most important hidden resource. Patricia
Leighton and her collaborators highlight the limited good practice
that is available, based on examples in large corporations, public
sector organizations and smaller firms in a variety of countries.
More importantly she clearly sets out the issues and imperatives
employers should address, supported by new management concepts and
models of effective practice developed specifically for the book.
Far from being victims, she argues, non-employees often choose
flexible working patterns for their own intrinsic ends and have
ambitions, career aspirations and workplace needs that can be
responded to and exploited by forward-looking employers.Looking at
the role they now play, these people are no longer marginal,
atypical or peripheral as they are still termed and regarded by
both legal and management practitioners. They are, however, still
in the shadows in terms of the literature available on how best to
de
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