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Running Head: ELEMENTS OF EFFECTIVE CONTINGENT EMPLOYEE TRAINING 1
Elements of Effective Contingent Employee Training at a Mosquito Control District and
Taking Into Account Contingent Employee's Knowledge and Experience
by
Greg J. Jensen
A thesis submitted in partial fulfillment
of the requirements for the degree
of
Master of Education
Westminster College
Salt Lake City, Utah
April 2015
ELEMENTS OF EFFECTIVE CONTINGENT EMPLOYEE TRAINING 2
Abstract
This qualitative study analyzed the results of asking the major question: What are the
elements of effective contingent employee training in a mosquito control district? The
study also analyzed a minor question: how can a mosquito control training program take
in to account contingent employee’s knowledge and experience and apply it towards the
job? Participants were four employees, two contingent employees and two permanent, of
a mosquito control district in a medium sized city. The data was collected from the
participants who were surveyed and interviewed as well as using a researcher’s journal.
The study found three main themes from interviews with employees; the first theme is the
influence of employee attitudes and beliefs towards training, the second theme is values
towards content and the third theme is optimal delivery methods of training. These three
themes addressed the major and minor research question concerning the elements of
effective training of contingent employees at a mosquito control district. The research
found contingent employees have unique experiences which can be beneficial to
employee training. The research also found management plays an important role in the
training of contingent employees. There are certain aspects of employee training which
both contingent and permanent employees found both positive and negative. Future
implications are for further studies to be done with a greater number of employees of the
mosquito control district to provide a greater understanding of effective employee
training.
Keywords: Contingent Employee, Seasonal Employee, Employee Training, Effective
Training
ELEMENTS OF EFFECTIVE CONTINGENT EMPLOYEE TRAINING 3
Table of Contents
Acknowledgements……………………………………………………………………..…
………4
Chapter1:
Introduction…………………………………………………………………………….5
Chapter 2: Literature
Review…………………………………………………………..………...11
Chapter 3:
Methodology..….……………………………………………………………….....…19
Chapter 4: Data
Analysis……………………………………………...…………………………26
Chapter 5: Action
Plan…………………….……...………………………………..………….…37
References…………………………………………………………………………………
……..43
ELEMENTS OF EFFECTIVE CONTINGENT EMPLOYEE TRAINING 4
Acknowledgements
I would like to thank my family for their patience and support with me in working on this
endeavor. Thank you to my classmates who provided the peer review. Thank you to my
professors who provided expert guidance. Thank you to my employer for providing me
the opportunity to go to school.
ELEMENTS OF EFFECTIVE CONTINGENT EMPLOYEE TRAINING 5
Chapter I Introduction
Overview
The training program currently used at a mosquito control district will be the
subject of this research project. Developed from needs over time, the training program
has evolved over a period of nearly 90 years. Starting in the 1920s, the mosquito training
program progressed from simply showing new employees around the workplace and
expecting those employees will understand the job, to training classes and manuals as
well as on-the-job training. With time one of the noteworthy changes is contingent (or
seasonal) employees are required to read a manual before taking a state mandated test.
Upon passing the test employees are given a non-commercial pesticide applicator license
issued by the state's department of agriculture. Once new contingent employee training is
completed the employees are sent out across the geographically diverse city with the end
goal of being able to reduce the number of disease causing mosquitoes and nuisance
mosquitoes.
In a joint statement released about mosquito control by two governmental
agencies, the Environmental Protection Agency (EPA) and the Center for Disease
Control (CDC), the American Mosquito Control Association (AMCA) reported,
"Mosquito-borne diseases are among the world's leading causes of illness and death
today" (AMCA, 2014). The AMCA (2014) continued to explain how mosquitoes cause
more death and human suffering than any other organism on the planet, with more than
one million people dying each year as a result of mosquito-borne diseases. Those
harmful diseases include malaria, chikungunya, dengue, yellow fever, eastern equine
encephalitis, St. Louis encephalitis, La Crosse encephalitis, western equine encephalitis,
ELEMENTS OF EFFECTIVE CONTINGENT EMPLOYEE TRAINING 6
and West Nile virus (other mosquito-borne disease can affect horses, dogs and cats).
According to the CDC (2014) more than 1,500 people who are infected with Malaria
each year return to the United States after traveling outside of the country. These people
who carry the deadly disease bring the potential risk of an outbreak of malaria to the
United States. It is imperative that regions of the country which have the species of
mosquitoes that could act as vectoring agents of malaria have a mosquito control program
in place. The mosquito transmitted disease of chikungunya has recently been established
in parts of the United States; although it typically does not lead to death the symptoms
can be quite painful (CDC, 2014). The need to have professional, competent and well
trained mosquito control employees is of great importance for the safety of all from
disease causing mosquitoes.
Before those in mosquito control become professionals in their field they need to
have a starting point with mosquito education. Thus for the new employee of mosquito
control that starting point will commence with effective employee training. According to
Merriam and Brockett (2007) the desired type of employee training taking place is not
designed to radically change society, but have the program take a more conventional
approach to adult education. The conventional approach Merriam and Brockett describe
is along the lines of vocational training which fits the mold of workplace learning as
applied to mosquito control. However, the employee training is more than just learning,
as Rowden (2007) explains, “In addition to focusing on knowledge, skills, and abilities,
learning also emphasizes what workers believe they must know, do, or feel to interact
with others to achieve results” (p. 2). Davis, Sumara, and Kapler (2008) explain the
desire is to have employees understand they play a role in a bigger picture not just
ELEMENTS OF EFFECTIVE CONTINGENT EMPLOYEE TRAINING 7
learning the skills needed for the job. The mosquito employee who stays in the field for
many years becomes the seasoned professional and expert in mosquito control and will
train future employees to achieve the goals of the organization. Knowing how both the
permanent employee and the contingent employees view their training will be an
important factor to examine in the training taking place.
This research will introduce the reader to contingency employment within the
world of mosquito control. A statement of topic will explain who the researcher is and
what question will be asked regarding the research. The significance of the study will be
addressed and how it will be applied in the field. The limitations of the study will be
dealt with and thoroughly explained. The theoretical framework to be used with this
project will also be described. Additional chapters will delve into the literature review
and the methodology of conducting this research project.
Statement of Topic
The research I will conduct will be concerned with the training of contingent
employees at a mosquito control district. The work which will be performed by the
contingent employee is of such great importance due to the societal implications of
mosquito control that the training received by the employee must be effective. The major
emphasis of my research will be about the elements of an effective contingent employee
training program at a mosquito control district. The minor emphasis of my research will
be concerned with how that mosquito control training program can take in to account
contingent employees knowledge and experience and apply it towards the job. Therefore
my research poses a major and a minor question:
ELEMENTS OF EFFECTIVE CONTINGENT EMPLOYEE TRAINING 8
1. Major question: what are the elements of effective contingent employee
training in a mosquito control program?
2. Minor question: how can a mosquito control training program take in to
account contingent employee’s knowledge and experience and apply it
towards the job?
Through my research I would like to determine if the current training program in place is
effective in training contingent employees. For this reason the research is important to
ensure the contingent employees are effectively learning their jobs in order to
successfully perform their work related duties with mosquito control and keeping the
public safe.
Potential Significance and Application in the Field
Within mosquito control adult education plays an important role in educating
contingent employees as part of their new employee training. Those responsible for that
education are professionals in the field of mosquito control, and include doctors,
entomologist, biologists, teachers, vector control technicians and mechanics (AMCA,
2014). In the field of adult education Merriam and Brockett (2007) explain how
professionals can have a beneficial influence on society. The belief in mosquito control
is that adult education is being conducted by professionals who practice comprehensive
mosquito control (also called integrated mosquito management) and want to positively
benefit society. The end result of the education of the mosquito employees will
ultimately impact all of society in the control of mosquitoes. Therefore, in order to find
out if the current training program (adult education) at this mosquito control district is in
fact successful at training contingent employees this research project must be done.
ELEMENTS OF EFFECTIVE CONTINGENT EMPLOYEE TRAINING 9
Contingent employees receive training about mosquito control when they first
arrive for the season. The sooner contingent employees learn their jobs, the quicker they
can be expedited to the field and carry out their duties. Returning contingent employees
are expected to know most of the job from their past work experience at the organization.
In some instances permanent employees perform some initial training, but the head
manager will carry out much of the initial training in addition to job orientation. Training
may take place in many facets of the job, and it is everyone's responsibility, including
those receiving the training, to provide (and receive) quality training (Miner, 2006). The
importance is that employees are getting effective training from everyone involved in the
training program. How contingent employees see the training must be examined for any
implications as part of this research. By proving the effectiveness (or lack thereof) of the
training occurring, modifications can be made to improve or can be set as the example for
other mosquito control organizations to follow.
Limitations
The limitations of this research project are due to the small sample size of
participants. In addition, due to its uniqueness, this small mosquito control district being
a government entity (in this case, a special district within a city government) may not be
generalizable with other organizations. The research performed will survey and
interview four participants who are directly involved with training at this institution. The
small number of participants prevents generalization of the data being collected and will
allow for a unique in-depth look at each participants response in a quantitative manner.
This research is not an all-inclusive study about training programs involving contingent
ELEMENTS OF EFFECTIVE CONTINGENT EMPLOYEE TRAINING 10
employees. Rather, this research will add to the conversation about effective training of
contingent employees at a mosquito control program.
Theoretical Framework and Statement of Researcher
My position within the framework of the mosquito control district is twofold.
First, I fill the role of education specialist where I reach out to the community (primarily
with school age children in the upper elementary grades) with the goal of educating the
public about disease causing and nuisance mosquitoes. Second, I work in the field during
summer months with contingent employees, inspecting and treating mosquitoes. There is
a very minor tertiary role with my position as a trainer of contingent employees;
however, this role does not have significant impact with the overall training taking place.
With a dual role in mosquito control I am able to have a unique perspective concerned
with learning about mosquitoes and training employees. My formal background in
education allows me to view the training program with a lens unlike my peers in the
workplace. Consequently, this background provides me with a unique perspective for
conducting research about the effectiveness of the training contingent employees.
The constructivist approach to training contingent employees coincides with my
research project at the mosquito control district. Davis, Sumara, and Luce-Kapler (2008)
explain lesson plans and lesson planning as more than "filling a template, rather, a good
enough lesson has to do with wrapping a particular topic around particular group of
learners (p. 220)." In other words, a lesson should be built around the learners and
adjusted as needed while keeping the learners in mind. The lessons surrounding
employee training should be examined to see if they are being built around the
ELEMENTS OF EFFECTIVE CONTINGENT EMPLOYEE TRAINING 11
experiences of contingent employees. Constructivism is relevant for this research project
based on the context of the setting and participant group.
Positivism revolves around the facts and factual information, and can also be
classified with the behaviorist philosophy (Elias & Merriam, 1995). The scientific
background surrounding mosquito control involves proven facts about the basic biology
of mosquitoes and includes species identification, habitat, and behaviors of the mosquito.
This information provides a necessary background for mosquito control workers in order
to perform their jobs in an effective manner. The positivist view is the driving
philosophy currently in place at this institution. However, it is my challenge to perform
my research with a constructivist approach in the training of the contingent employees.
ELEMENTS OF EFFECTIVE CONTINGENT EMPLOYEE TRAINING 12
Chapter 2 Literature Review
Introduction
The research conducted will be centered on the training of contingent employees
at a mosquito control district. The major question of my research will be in relation to
the elements of an effective seasonal employee training program within the mosquito
organization. A minor question of my research will be concerned with how a training
program can take in to account the contingent employees knowledge and experience and
apply it towards the job. This chapter will examine learning theories applied towards
contingency employment; then a review of the literature will look at contingency
employment, who contingent employees are, contingent employee training and then a
brief chapter summary will be given. This literature review will provide the current
perspective of contingent employment through the lens of a mosquito control training
program.
Learning Theories
The framework for which this research project aligned with the most is
constructivism. As Merriam, Caffarella, and Baumgartner (2007) explain the
constructivist theory applies through the construction of knowledge in each contingent
employee. The best way for the contingent employee to learn the job is by providing
quality instruction best suited for each learner by means of viewing each learner
holistically. I lean towards a constructivist framework because I want to try to better
understand who the learner is and gain a holistic view of that learner (Rossman & Rallis,
2012). Even though the nature of mosquitoes and the science behind mosquito control is
viewed through a positivist lens, my area of research is with the contingent employee.
ELEMENTS OF EFFECTIVE CONTINGENT EMPLOYEE TRAINING 13
With the intention of a successful career with a mosquito control district it is essential
that each employee has some basic knowledge concerning mosquitoes. However, the
contingent employee who is receiving the training about mosquitoes will be my area of
concern, not the biology of mosquitoes. The training being received by the contingent
employee is important to know and how the learner forms the knowledge being presented
falls into constructivism (Kasworm, Rose, & Ross-Gordan). For the contingent
employee, the training is needed to perform the work accurately and how that employee
cognitively gains knowledge of the job falls under the learning theory of constructivism.
The behaviorist philosophy, or positivist philosophy, is concerned with the
knowing the facts (Elias & Merriam, 1995). This is a pragmatic issue involved with the
science surrounding mosquito control. The established principal is such that physical
wonders are described in a systematic method through the use of scientific observations,
or the positivist philosophy (Mills, 2014). However, the behaviorist view is the
traditional view in workplace learning going back to the Industrial Revolution where
workers train to do their jobs (Rowden, 2007). This view is still held by the many within
mosquito control where the contingent employees learn the basic skills needed for the
job. Rowden (2007) explains how often the problem involved with training lies with
management who believe problems can only be solved by management because they are
the ones who make all the decisions. Therefore, in spite of the behaviorist view being
well entrenched within mosquito control, a constructivist view will be used to examine
the training which occurs within the establishment.
The Contingent Employee
ELEMENTS OF EFFECTIVE CONTINGENT EMPLOYEE TRAINING 14
The contingent employee is defined by Ainsworth and Purss as, “Any job in
which an individual does not have and explicit contract for long term employment and
one in which the minimum hours can vary in a non-systematic manner” (Ainsworth &
Purss, 2008, p. 218). Feldman (2005) expounds how other terms (part time, short term,
temporary or temps, agency workers and seasonal) for contingent employees vary by
authors and the type of research work being done in this area. In the realm of
government research Masstracci and Thompson (2005) term contingent work as a non-
standard work arrangement, contract work and on-call. Regardless of who defines
contingent employment, there is a segment of the population working short term for a
variety of reasons.
The reasons contingent employees seek employment are various and vary for each
individual. Feldman (2005) describes how the variety of needs for contingent
employment depends on the individual situation and location for that employee. Kirk
(2008) explains how contingent employees fill jobs for the summer or holidays and is
time or seasonally based (such as agricultural workers seeking employment during the
fall harvest). Hipple (1998) shows how the role of education and skill level is related to
the likely hood of contingent employment. The reason for contingent employment varies
depending on the individual and knowing who those contingent employees are is
important for successful training for the organization hiring those workers.
Knowing who the contingent employee is will aid in employee training and play a
role in retaining the worker for future seasons, thus avoiding a high turnover. Hipple
(1998) provides the categories which make up the demographics of employees to include:
age, sex, ethnicity and education level. Feldman (2005) explains the demographics of
ELEMENTS OF EFFECTIVE CONTINGENT EMPLOYEE TRAINING 15
employees plays a role in how voluntary and what type of contingency employment is
sought after. Feldman (2005) goes on to describe how the lower the education and skill
level of the individual, the greater the chance that individual will seek contingency
employment. However, Kirk and Belovics (2008) describe how contingent employees
can be highly skilled in the field of health care and information technology. Other
circumstance involving family and work concerns can play a role in contingency
employment according to Feldman (2005). In some instances according to Ainsworth
and Purss (2008), the contingent employee is a veteran employee returning for another
season of employment. Whatever the circumstances are for someone seeking contingent
employment, the challenge is to get the employee trained and working as quickly as
possible in order for that employee to be a productive member of the organization.
The Organization
The organization, the place of employment or workplace where the contingent
employee performs their job, can be a private or government organization as explained by
Mastraci and Thompson (2005). The organization may be a private or public business,
any type of government entity, small or large or even a non-profit group. Organizations
want to keep their labor costs down and one way to do this is through the use of
contingent employees as explained by Kubaas and Dysvik (2010). Felstead and Gallie
(2004) provide further explanation how through the use of contingent employees,
organizations can provide flexibility and adjust their labor demands as the economic
market fluctuates. The impact of the global economy is seen with many organizations
shifting their employees from permanent to contingent employees in order to save money
as explained by Kirk & Belovics (2008). Kirk and Belovics (2008) make clear how many
ELEMENTS OF EFFECTIVE CONTINGENT EMPLOYEE TRAINING 16
organizations rely on third party employers (staffing firms or temporary employment
agencies) to provide contingent employees. Wears and Fisher (2012) expand on how
these third parties are causing statues and regulations regarding employment laws to be
reviewed by the courts. This is because some organizations will either exploit contingent
employees or avoid providing benefits as explained by Wears and Fisher (2012). The
idea here is that organizations are responsible for the relationship between the
organization and their contingent employees.
The relationship between the organization and the contingent employee plays a
role in how contingent employees are viewed and treated by permanent employees within
the organization, as explained by Shore, Bommer and Shore (2008). Ainsworth and
Purss (2008) describe how the contingent employee often has low organizational
commitment and this can further be complicated through the use of third party employers.
Feldman (2005) further explains if a contingent employee is to have a favorable view of
the organization they need to have positive compensation (to include advancement, pay
and benefits) for their time at work. Kavaas and Dysvik (2010) describe how it is
important to treat contingent employees well, but if they are perceived to be treated better
than permanent employees the production level of the permanent employees will go
down. The challenge is to find a balance where the production level of both permanent
and contingent employees is high.
The organization wants to be competitive and in order to be competitive it must
find, train, and retain quality employees. Felstead and Gallie (2004) make clear that
when employees are trained they become more secure in the job resulting in a more
productive worker. The better contingent employees are trained the more comfortable
ELEMENTS OF EFFECTIVE CONTINGENT EMPLOYEE TRAINING 17
they will be with the job and with other employees while they are with the organization.
Ainsworth and Purss (2008) describe when a contingent employee receives training and
socialization within an organization those employees will be more devoted to the job.
Therefore it is in the organizations best interest to get the employee trained and
acclimated to the job quickly in order for the employee to be a successful and productive
employee.
Employee Training
According to Dirksen (2012), the notion of learning is serious business which
requires effort and hard work which gives learning designers an opportunity to transform
that line of thinking by creating an appealing environment relevant to the learner. To aid
both the learner and those providing instruction there have been models and theories
developed about employee training, and they deserve to be mentioned in order to provide
the necessary background for effective employee training. However, these models and
theories will only be briefly mentioned and will not be delved into in depth with this
project because the focus of the research will be on the contingent employees. One of the
leading organizations concerned with training and development is the Association for
Talent Development (ATD), formerly the American Society for Training and
Development (ASTD). According to ATD (2014), a task involved with a learner
acquiring knowledge of a subject necessitates a system of instruction, or instructional
systems design (ISD).
Dirksen (2012) explains ISD as providing an amazing environment to learn which
provides the instructor a setting to create the best possible learning situation by knowing
holistically who the learner is. Described by ATD (2014), the ISD process provides
ELEMENTS OF EFFECTIVE CONTINGENT EMPLOYEE TRAINING 18
several theories and models to design instruction with each having the potential to
produce positive results with employee training. ATD (2014) further explains the
theories and models that exemplify ISD which include ADDIE (analysis, design,
development, implementation and evaluation), Gagne's nine instructional events, rapid
instructional design as well as approaches to ISD by Dick and Carey, Seels and Glasgow,
and Smith and Regan. These leading instructional theories and models provide the
foundational model for instructional designers to develop the best possible means to train
a complete spectrum of learners. The challenge is to decide which models or theory to
implement for a successful training program to train contingent employees.
The contingent employee is only available for a short amount of time and the need
to get the employee trained quickly and effectively is essential for success. There are a
variety of methods used to train contingent employees. One method as explained by
Miner (2006) which is beneficial to learning a task quickly is through observing an expert
perform behaviors and techniques of a skill. Miner (2006) continues to describe
permanent employees who are subject matter experts who can perform tasks efficiently.
For training, often a new contingent employee is paired with a veteran employee who is
either a permanent employee or a veteran contingent employee during the initial training
to learn the necessary skills of the job. Felstead and Gallie (2004) describe how
contingent employees are often trained in short amounts of time due to the low skill set
required for the job. The contingent employee is being hired to fill the role of a worker
where the skills necessary for the job are not highly technical or require advanced
degrees. Nevertheless, the contingent employee is paired with a permanent employee for
training in hopes of creating a collaborative environment conducive to learning the job.
ELEMENTS OF EFFECTIVE CONTINGENT EMPLOYEE TRAINING 19
Feldman (2006) explains contingent workers perform their duties more positively
alongside permanent workers. The combination of pairing a low skill contingent
employee with a high skill permanent employee is a formula for success.
However, Mastraci and Thompson (2005) warn that some organizations are not
prepared to train contingent employees and the resulting training is not high quality.
Unfortunately for some organizations who hire contingent employees, the training
provided is insufficient with negative results. Kirk & Belovics (2008) explain contingent
workers often do not receive company training which coincides with these workers
making mistakes. Consequently, for the contingent employee being improperly trained
the risk of mistakes increases. Wears and Fisher (2012) explain how training contingent
employees is the responsibility of managers. Therefore the managers must ensure the
contingent employee is being properly trained. Shores et al (2008) explains the greater
the commitment of the manager to train contingent employees the greater the
commitment of the contingent employee towards the organization. The more committed
an organization is towards training their contingent employees the likelihood of positive
results are increased.
Chapter Summary
Much of the literature in regards to contingency employment has been based on
quantitative research and surveys done with large organizations or have been based on
government collections of enormous amounts of data. Some of the research has provided
an analysis of labor statistics in order to gain a big picture view of contingency
employment. In spite of the literature which is available, there is not a cornucopia of
literature in the arena of contingency employment in conjunction with small
ELEMENTS OF EFFECTIVE CONTINGENT EMPLOYEE TRAINING 20
organizations and qualitative research. For this reason I hope to add my qualitative
research to the niche of the literature about the contingent employee within a small
organization.
ELEMENTS OF EFFECTIVE CONTINGENT EMPLOYEE TRAINING 21
Chapter 3 Methodology
Chapter Introduction
This chapter will explain the methods planned for my qualitative research project.
The overall approach of the research was through a phenomenological study. The setting
of this study was at a mosquito control district, my current place of employment. The
participants of the study were permanent (full time) and contingent (seasonal) employees
of the mosquito control district. The data gathering methods included surveys, interviews
and a research journal. A thorough data analysis was conducted after the data gathering
was completed. Validity and trustworthiness of the study was central to the study design
and shall be described through multiple resources. Ethical considerations for the study
are of great importance and were taken seriously. This chapter will describe the
methodology used for this research project.
Overall Approach
The overall approach to this qualitative research project was through a
phenomenological study. Rossman and Rallis (2011) explain how the experiences of a
small number of participants in regards to the training program currently taking place will
be examined and a deep meaning was gained from those who participated in the study.
The major emphasis and goal of my research was concerned with the elements of the
current training taking place at a local mosquito control district. The minor emphasis of
my research considered how a training program can take in to account seasonal
employees knowledge and experiences and apply that history towards the job. Through
my research I determined the effectiveness of the current training program in place for
contingent employees which allows those employees to successfully complete their job
ELEMENTS OF EFFECTIVE CONTINGENT EMPLOYEE TRAINING 22
with mosquito control. By limiting the number participants in the study to four this
allowed for a thick, rich description from each participant; shedding light on this
phenomenological study of contingent employees.
Setting
The mosquito control district where the research was conducted is located in a
mid-sized metropolitan community situated in the mountain west of the United States.
This mosquito control district is a small government agency within the city. The mayor
of the city appoints a governing board which administers this government organization
which in turn hires a head manager to oversee daily operations. The organization has
eight permanent employees and typically has about twenty contingent employees, all of
whom are hired by the district manager. The mission of this government organization is
to reduce the number of disease and nuisance mosquitoes in the city through a
comprehensive mosquito control program.
The research completed included interview questions and a survey which was
conducted at the mosquito control district in a private and safe office. The medium sized
office is situated in the main office building of the organization in a quiet section of the
building. Inside the office are two office chairs, a desk as well as other office furniture
(filing cabinets, computer, shelves, books, binders and other general office items). The
computer and phone were turned off in order to squelch any possible distractions. The
setting selection was chosen for its privacy and security of the participants of this study.
Participants
The participants of this study (four in number) represented permanent and
seasonal employees of the mosquito control district. The participants represented
ELEMENTS OF EFFECTIVE CONTINGENT EMPLOYEE TRAINING 23
different facets of the training at the organization, from those who design the training to
those who participate in training. All of the participants are known by the researcher and
inversely the participants know who the researcher is, thus the study was conducted from
a strong emic perspective. The two permanent employees who participated in this study
are in leadership positions in the organization and both hold doctorate degrees. One of
the participants has been in the current leadership role for several decades and the other
has only been in a leadership role for a few months, yet has been in a leadership role at
another district for several years. The participants who are seasonal employees are
limited to a college student in a local college who has worked for the district over the past
few summers and a teacher in the local community who has worked with the district for
nearly twenty years. The number of participants in the study was limited by two
significant factors. The first limiting factor was the fact that there are only eight
permanent employees of the mosquito control district. The second limiting factor was the
availability of the seasonal employees; many seasonal employees are not in the local area
and were unavailable for the research interview. The participants signed an informed
consent letter prior to any data gathering taking place (Rossman and Rallis, 2011). The
letter ensured the participants were informed about the study and the researcher, and the
participants were not be surprised by anything in the data gathering process.
Data Gathering Methods and Rational
Survey and interviews were completed with the participants (employees of the
mosquito control district) in order to gain as much knowledge from the participants about
the training program. The survey was an articulated and well prepared quick multiple
choice survey, with a few fill in the blank questions regarding basic demographic
ELEMENTS OF EFFECTIVE CONTINGENT EMPLOYEE TRAINING 24
information (Hipple, 1998). The interview portion of the data gathering was one on one
and was conversational in nature with the role of the researcher being overt (Rossman
and Rallis, 2011). Each interview was completed in approximately one hour long
sessions. Each session was recorded through an audio capture devise if the participant
did not object to being recorded. Notes were recorded by pen and paper for any follow
up questions which might be necessary to clarify any ambiguous answers given by the
participant. Shortly after each interview (within an hour) the interview was transcribed
while the interview was still fresh in the mind of the researcher.
Data Analysis
The data analysis was viewed through the qualitative research genre of
phenomenological studies. The data analysis was conducted when all interviews had
been conducted, all the surveys completed, the researcher's journal examined and the
interviews transcribed. Some data analysis was conducted immediately after each
interview in order to identify any key ideas and themes. The researcher's journal was
looked at for insight and thoughts gained by the researcher over the course of the study.
The interviews were examined for patterns and tones based on the experiences of the
participants and then coded (Rossman and Rallis, 2011). The time consuming coding
process was modified and revisited several times creating categories which were broken
down into concepts and themes. The information gained from the interviews will be
presented in a later chapter.
The data analysis was a lengthy and rigorous process where the researcher
became very familiar with the data. The data once coded into concepts and themes was
then examined and interpreted in order bring out meaning from the collected data.
ELEMENTS OF EFFECTIVE CONTINGENT EMPLOYEE TRAINING 25
Various methods were used to demonstrate what has been learned from the data; those
methods included: creating images, metaphors, concept maps, pictures, tables and graphs.
The data analysis was conducted using a constant comparison of the data collected from
the research.
Validity and Trustworthiness
The trustworthiness and validity of this study were determined through rigorous
measures designed into the study in order to enhance the creditability of research
(Rossman and Rallis, 2011). Those measures included triangulation, disconfirming
evidence, prolonged engagement, participant validation, peer debriefing:
triangulation within this study delved into multiple data sources comprised of
books, articles, professional journals as well as online resources, interview
transcripts, survey data and researcher's journal which were used to make certain
the complexity surrounding contingency employment had been studied;
disconfirming evidence showed the research was explored at length to ensure the
findings were correct and without any incorrect assumptions (esc.org, 2004); the
research was compared with other research established guidelines in the field of
contingency employment;
prolonged engagement, my length of time spent in the setting of this study has been
for several years as both a contingent employee and as a permanent employee; both
phases of employment have allowed me to gain an extensive view of the
contingency employment at the mosquito control district and with participants the
of the study;
ELEMENTS OF EFFECTIVE CONTINGENT EMPLOYEE TRAINING 26
participant validation, the interviews were conducted in a manner which did not
demean or treat the participants in any way which was be harmful physically or
emotionally; the interviews were carried out honorably with the participants for this
study (Rossman and Rallis, 2011). Interviewees were questioned at the end of the
interview to ensure any comments made were accurate or if the participant wanted
to expand or go into more detail about (or even disagree) with anything said in the
interview;
Peer debriefing, a highly analytical colleague collaborated with the researcher and
scoured over the entire research project in order to assist with any modifications
which may have needed adaptions or revisions;
Ethical Considerations
Ethical considerations for this research project aimed to care for participants and
addressed any issues during the entire project, which none occurred (Rossman and Rallis,
2011). Although the risks to the participants of this research project were minimal,
procedures were taken to protect all those involved. Those procedures included using
pseudonyms for participants to protect information which might put one's job or future
employment prospects at risk and this information was carefully protected. In addition,
an awareness of safeguarding each employee's vulnerability of continued employment
was essential due to the participant's openness and candor and was critical to obtaining
good data. Confidentiality was important and procedures were in place for each
participant to maintain their privacy. Records of importance, to include notes, digital
copies and recordings were kept in a locked drawer for safe keeping. Securing the
confidentiality and identity of the participants was very important and security measures
ELEMENTS OF EFFECTIVE CONTINGENT EMPLOYEE TRAINING 27
were followed and adhered to at all points of the research. Following all ethical
considerations aided in the participants providing valued information for this research
project. In addition, the Institutional Review Board (IRB) has provided an official
validity to this study through the institute of higher learning where as a graduate student I
am currently attending. Therefore, the research completed by this researcher adhered to
the highest of standards and is valid and trustworthy.
Chapter Summary
This chapter explained the methods which were used in this qualitative research
project. Through a phenomenological study a small government organization's training
program was examined. The setting of the study was described with a background of the
organization and a detailed description of where interviews took place. The participants
of the study were both permanent and contingent employees in order to provide a larger
sampling of participants. Through the use of surveys and interviews a comprehensive
data analysis was conducted. Multiple resources substantiate the validity and
trustworthiness of the study. Ethical considerations for the study were taken seriously
and treated as such. The methodologies for this research project were thorough and
complete.
ELEMENTS OF EFFECTIVE CONTINGENT EMPLOYEE TRAINING 28
Chapter 4 Data Analysis
Chapter Introduction
This chapter will explain the data analysis and findings of the research regarding
the training of contingent employees at a mosquito control district. The overall approach
to the qualitative research is phenomenological and examines data collected from
interviewing four employees of the mosquito control district (Rossman & Rallis, 2012).
This phenomenological study is invaluable from my point of view as an employee, both
as a permanent or full time employee and as a contingent employee of the organization.
Two permanent employees and two contingent employees were interviewed and surveyed
for the research. The survey conducted of the participants provided demographic
information, but the data analysis only minimally used the survey results. The data
analysis of the research was able to uncover three main themes which will be explained
in this chapter. The first theme is the influence of employee attitudes and beliefs towards
training. The second theme is values towards content. The third theme is optimal
delivery methods of training. These three themes were able to address the major and
minor research question concerning the elements of effective training of contingent
employees at a mosquito control district.
1. Major question: what are the elements of effective contingent employee
training in a mosquito control program?
2. Minor question: how can a mosquito control training program take in to
account contingent employee’s knowledge and experience and apply it
towards the job?
ELEMENTS OF EFFECTIVE CONTINGENT EMPLOYEE TRAINING 29
For a mosquito control program to effectively train employees the employee must
be looked at holistically (Rossman & Rallis, 2012). The data indicates the contingent
employees believe they have a unique background which will benefit the organization.
However, the management’s expectations of the contingent employees are that they are
only available for the season and must be utilized for maximum productivity (Ainsworth
& Purss, 2008). The contingent employees at the mosquito control district provide the
necessary manpower for the seasonal work to be completed during the peak mosquito
months while the permanent employees provide the labor needed for the organization to
run efficiently year round (Wears & Fisher, 2012).
The Influence of Employee Attitudes and Beliefs Towards Training
The contingent employees enter the work place motivated and willing to get busy
to start the job, and the permanent employees are just as motivated to have the contingent
employees begin their duties for the summer mosquito season. The contingent
employees in this research project found their own life experiences to be of great value
towards the training. However, the research indicated the permanent employees tended
to ignore the contingent employees life experiences. There is a disconnect somewhere
within the initial phases of learning the job for the new contingent employees.
New contingency employees. Much of the initial training at the mosquito control
requires reading and studying of manuals for a pesticide test (which will be discussed
later in this chapter). Coinciding with that training the contingent employee begins the
process of job training for the actual job activities they will perform throughout the
summer. The contingent employees were ready to get out in the field and learn the job
and as one interviewee, Taylor, stated, "I'm ready to jump in with both feet" (interview,
ELEMENTS OF EFFECTIVE CONTINGENT EMPLOYEE TRAINING 30
January 27, 2015). The contingent employees were motivated to begin their job training;
however they were concerned that their own experiences were not being utilized. Jordan,
the veteran contingent employee stated, “They assume you know nothing, they just kind
of approach you that you know absolutely nothing” (interview, February 5, 2015). When
the contingent employee begins the season they begin with a feeling of excitement, but
that excitement level is soon squelched.
The permanent employees saw the contingent employees from a lens which
viewed them as a potential for risk and wanted to ensure the job training was completed
in a sufficient manner that did not allow for liability. For this reason the experiences of
the contingent employees were not viewed as an asset, but rather as a risk of a potential
hazard down the road (making mistakes during training will be discussed later in the
chapter). The permanent employees want what is best for the organization and that
includes the process of training the contingent employees in a manner which was
consistent with the policies of the mosquito control district; training did not always
include viewing the contingent employee’s past experiences.
Returning contingency employees. For the contingent employee who is
returning to the job after multiple seasons working with the organization there is an
ample amount of beneficial job experience. The management is in agreement with the
contingent employee’s past seasonal job experiences which are an asset and those
employees can quickly be put to work upon returning for the season. As each year goes
by the level of work experience increases for the returning employee; experiences which
are considered an invaluable positive feature of the returning contingent employee.
However, each year there are new policies and procedures mandated and are required to
ELEMENTS OF EFFECTIVE CONTINGENT EMPLOYEE TRAINING 31
be understood by all employees of the organization. The attitude toward the new policies
is viewed negatively by the veteran contingent employee who begrudgingly accepts the
new set of rules. Jordan stated, “I think it’s gotten more bureaucratic as time has gone on
because it a government agency. The number of hoops they have to jump through, it’s
just the whole thing gets so bogged down in red tape” (interview, February 5, 2015).
Jordan further went on to say, “I’ve worked here 20 years, but it’s like being a first year
employee 20 times over” (interview, February 5, 2015). Those past experiences of the
contingent employee appear to have less significance as the new policies are put in place
and old knowledge is shelved.
Management. The challenge falls on the management to ensure changing
government policies are implemented and employees are informed of those policy
changes. The manager Bruce stated, “The policies and procedures I need to know pretty
well, I need to know kind of the ins and outs of that” (interview, January 29, 2015). The
management must enforce the changes each year which typically falls to the permanent
employees to train the contingent employees. The contingent employee reluctantly
accepts the new changes to policy by going along with the new approach of how things
are done. The result of the changing policies causes resentment on the part of the
contingent employee which in turn causes a wedge to be put between the contingent
employee and the permanent employee. Even though the contingent employee has buy in
to the organization he does not necessarily see things from the point of view of the
management. Inversely, the management is not attentive of the contingent employee’s
apprehension of the policy changes.
ELEMENTS OF EFFECTIVE CONTINGENT EMPLOYEE TRAINING 32
It is the effective manager who can inspire and utilize the permanent employees
and the contingency employees to work together cohesively as a team (Feldman, 2006).
The manager Calvin commented about the employees of the organization, “I think that’s
probably one of the strong assets in this place, people are on the same team” (interview,
February 2, 2015). When the cohesion between the two types of employees does not
materialize the level of resentment between the two types of employees rises and causes a
rift. The consequence of the rift develops into what the contingent employee, Taylor,
stated as “The mentality of us against them” (interview, January 27, 2015). The
contingent employee no longer sees himself as a valued employee and begins to acquire a
negative attitude towards the permanent employees and the management (Ainsworth &
Purss, 2008). The resulting rift has the potential to cause contention among the other
contingent employees and permanent employees.
The contingent employees value their education and life experiences and feel
those experiences can be utilized by the mosquito control district during training. The
policies of the mosquito control district require certain aspects of training be completed
which may not necessarily take those employee experiences into consideration. The
management of the mosquito control district has an awareness of the experiences of the
contingent employee, and consideration is taken to utilize those skills and experiences
whenever possible. If not, the unfortunate result is a less motivated contingent employee
(Ainsworth & Purss, 2008).
Values Towards Content
There is a considerable amount of reading to accomplish for the contingent
employee during the initial training at the mosquito control district. The contingent
ELEMENTS OF EFFECTIVE CONTINGENT EMPLOYEE TRAINING 33
employee Taylor summed up the first few weeks on the job as, “Overwhelming”
(interview, January 27, 2015) due to the newness of the job and the vast amounts of
required reading of job related literature. The management is aware of this bulk amount
of mosquito related literature. In addition there is paperwork which needs to be
completed for any job such as the obligatory tax forms and emergency contact
information. From personal experience the reading can be quite time consuming as well
as demotivating for contingent employees. Even the permanent employees have the
required reading; however they are able to complete the readings during the slower tempo
of the winter months when there is not the pressing issue of mosquitoes to combat.
Content delivery methods. The required reading at the mosquito control district
includes a pesticide applicator manual, policies and procedure manual, and a safety
binder. The pesticide applicator manual is mandated by the state’s department of
agriculture and coincides with a required exam. All interviewees stated the pesticide
applicator license requires a significant amount of study time, nevertheless, the law
requires a license to apply pesticides for mosquito control. Although there is a test
aligned with the pesticide applicator manual, the other readings do not have an exam.
The rest of the reading is in house and is given as required reading in order to become
familiar with the organization as well as procedures to follow in case of an emergency;
dealing with pesticides can has a certain amount of inherent risk. The policies and
procedures manual is included in the initial days of training for all contingent employees.
All the participants in the research stated something needs to be done regarding the
required reading, but none had any ideas as to what possible remedies could be.
ELEMENTS OF EFFECTIVE CONTINGENT EMPLOYEE TRAINING 34
Neither of the contingency employees found the readings to be productive.
Contingent employee Taylor stated, “I do not understand the purpose of spending so
much time with my head in the books when I could be out in the field working”
(interview, January 27, 2015). The other contingent employee Jordan commented, “I
understood the reasoning behind all the reading, but feel that over time the reading has
become too much of a burden for seasonal employees to absorb during the first few
weeks on the job” (interview, February 5, 2015). Jordan continued, “The initial reading
was very limited, but as the years have progressed so has the amount of reading”
(interview, February 5, 2015). As a permanent employee the manager Bruce justified the
extensive reading, “Government regulations have expanded and the result is more reading
for employees to know and understand” (interview, January 29, 2015). This is an
unfortunate side effect of mosquito control and government regulation. The other
permanent employee, Calvin stated, “I support the idea of having a dedicated trainer who
in the future will be able to organize a program which will alleviate some of the reading
to a condensed training program” (interview, February 2, 2015). A condensed training
program would provide an integration of prior knowledge, multiple forms of content
delivery such as video, discussions, or even a form of gamification of the material.
With the rules and regulations becoming burdensome and requiring more time
and effort on the part of both contingent and permanent employees, a change needed to
occur. Thus in the last couple of years the training day was split in half with the first half
of the day devoted to reading and the second half of the day to learning the job. This
satisfied the contingent employees because in the past much of the initial training
program consisted of all contingent employees simply sitting in an uncomfortable chair
ELEMENTS OF EFFECTIVE CONTINGENT EMPLOYEE TRAINING 35
all day reading manuals. The contingent employees who participated in this research
were in agreement that this method of reading as part of the training was demoralizing.
Now, due the day being broken into two phases, the reading takes place during the
morning hours and job training occurs in the afternoon. The split day has had positive
comments from both contingent employees and permanent employees. Both contingent
employees stated the split day has resulted in an increase in employee morale (Shores et
al (2008).
Safety Training. Safety training is taken seriously at the mosquito abatement
and is proactive rather than reactive. One contingent employee indicated how other
organizations where he had previously been employed did not have high standards for
safety training and tended to be reactive to safety issues. The participant went on to
further explain how this mosquito control district will go the extra mile to ensure all
employees understand the safety policies and anything less will not be tolerated. Both
permanent employees who participated in the interview stated safety as being a number
one priority when it comes to employee training. All the participants in the research
explained how safety training takes place weekly with all employees, and two of the
participants felt some of the safety training was dragged out too long and could have
taken less time.
The permanent employees (management) viewed safety training as a number one
aspect of training because of the need for a safe workplace environment. Interestingly,
the contingent employees found safety training a secondary priority behind learning
mosquito biology. The participants indicated some aspects of the safety training was
conducted in a manner which was not conducive to the past experiences of the
ELEMENTS OF EFFECTIVE CONTINGENT EMPLOYEE TRAINING 36
employees. The contingent employees and the new permanent manager found this to be
annoying and somewhat insulting of their intelligence. For the safety training to be the
most effective a key role of the safety trainer is to know who is being trained (Hipple,
1998).
Optimal Delivery Methods of Training
According to Merriam and Brockett (2007) the training occurring at an
organization like the mosquito control district is a type of vocational training. Aside
from reading during the initial training, much of the job training at the mosquito control
district is on-the-job training and consists of hands-on training. The contingent employee
Taylor stated, “Learning the field aspect of the job is one of the highlights of initial job
training” (interview, January 27, 2015). All the participants in the research stated hands-
on training is how most of the field training occurs. In addition all the participants stated
some of the training is done through off the shelf videos while some of the videos have
been produced in house. The variety of training methods is commonplace in most
workplace training environments (Miner, 2008). Contingent employee Taylor added,
“The hands-training is the most relevant aspect of learning the job because it allows the
employees to get out in the field and out of the office and starting controlling
mosquitoes” (interview, January 27, 2015). I agree employees enjoy getting out of the
office and into the field to begin mosquito control. There is almost a sense of excitement
the first few days of getting out of the office and experience a day in the life a vector
control technician.
Subject matter experts. One training method as explained by Miner (2006)
which is beneficial to learning a task quickly is through observing an expert perform
ELEMENTS OF EFFECTIVE CONTINGENT EMPLOYEE TRAINING 37
behaviors and techniques of a skill. For training at the mosquito control district often a
new contingent employee is paired with a veteran employee who is either a permanent
employee or a veteran contingent employee during the initial training to learn the
necessary skills of the job. The managers both explained the bulk of the field training is
provided by the permanent employees who know what they are doing. There are times
when a veteran contingent employee is reliable enough to train other contingent
employees. The veteran contingent employee found the task of training new contingent
employees in the field to be an excellent way for him to utilize his years of field
experience.
The participants all noted the training of contingent employees was carried out by
veteran permanent employees who thoroughly know the job. Typically a new contingent
employee is paired up with a permanent employee during the first few weeks of the job
for hands-on job training. It is during this initial field training the new contingent
employee is exposed to real world experience in mosquito control. The methods used to
abate mosquitoes are taught during this phase of the training which is essential for the
permanent employees to convey knowledge to the contingent employees. The contingent
employee Jordan explained, “The initial field training is invaluable to gaining an
understanding of mosquito biology and control” (interview, February 5, 2015).
During the hands on portion of training for the new contingent employee it is
important for the permanent employee to view the new employee holistically for optimal
learning. The permanent employee who is performing the training should not make
assumptions about the new employee to oversimplify tasks, as stated by a contingent
employee. However, as the manager Bruce stated, “It cannot be assumed the seasonal
ELEMENTS OF EFFECTIVE CONTINGENT EMPLOYEE TRAINING 38
employee will know how to perform even the simplest of tasks”. The objective is to find
a middle ground that will not oversimplify a task for the contingent employee while at the
same time allowing the permanent employee to explain the work to be completed.
Learning from mistakes. The contingent employees both stated the training
environment at the mosquito control district had a low tolerance for error. The
contingent employee Jordan stated, “You have this atmosphere where mistakes are
forbidden” (interview, February 5, 2015). Kirk & Belovics (2008) explain contingent
employees often do not receive training which coincides with these employees making
mistakes. As described earlier in the chapter safety is paramount within the organization.
The contingent employee Taylor stated, “employees are uneasy about making mistakes
while learning the job, yet they learn from making mistakes” (interview, January 27,
2015). For the training to be effective, there needs to be a certain amount of tolerance for
the contingency employee to make mistakes.
After receiving his initial training, the contingent employee Taylor stated, “I do
not think this place is committed to me as an employee, but I’m committed” (interview,
January 27, 2015). In order for the training to be effective contingent employees need to
be committed to the job. Shores et al (2008) explains the greater the commitment of the
manager to train contingent employees the greater the commitment of the contingent
employee towards the organization. The manager Bruce stated, “It’s very important to
train seasonal employees in order to be effective on the job” (interview, January 29,
2015). The more committed an organization is towards training their contingent
employees the likelihood of effective training results are increased. (Chapter five will
examine how training can communicate the organizations values.)
ELEMENTS OF EFFECTIVE CONTINGENT EMPLOYEE TRAINING 39
Chapter Summary
This chapter explained the data analysis and findings of the research about the
training of contingent employees at a mosquito control district. The data analysis was
able to uncover three main themes from the research. The first theme was able to explain
the attitudes and beliefs towards training. The second theme of the values towards
content was described. The third theme of optimal delivery methods of training was also
explained. The contingent employee is an integral part to the mosquito control district
and must be utilized in fulfilling way to benefit of the organization and to protect the
public from mosquitoes.
ELEMENTS OF EFFECTIVE CONTINGENT EMPLOYEE TRAINING 40
Chapter 5 Action Plan
Introduction
This chapter will explain the action plan for the research completed in this study
of the elements of effectively training contingent employees at a mosquito control
district. A concise summary of the study results will be given which will explain the
three themes of the research. The study was intended to examine what constitutes an
effective training program at a mosquito control district; however over the course of the
study some factors were found which indicated best practices were not always in use
within the organization. Therefore, recommendations based on the study findings will be
proposed. The chapter will conclude with implications of the study for future research.
Summary of Study Results
The data analysis of the study uncovered three main themes from interviews with
employees, both contingent and permanent, of the mosquito control district. As stated
from previous chapters the first theme is the influence of employee attitudes and beliefs
towards training, the second theme is values towards content and the third theme is
optimal delivery methods of training. These three themes addressed the major and minor
research question concerning the elements of effective training of contingent employees
at a mosquito control district.
1. Major question: what are the elements of effective contingent employee
training in a mosquito control program?
2. Minor question: how can a mosquito control training program take in to
account contingent employee’s knowledge and experience and apply it
towards the job?
ELEMENTS OF EFFECTIVE CONTINGENT EMPLOYEE TRAINING 41
The first theme of the study, the influence of employee attitudes and beliefs
towards training, found the contingent employees prior knowledge and experience was
not being utilized towards the job. Despite the fact that the contingent employees bring a
variety of experiences to the workplace the management of the organization did not
effectively utilize the experiences of employees towards the job. For this reason the
contingent employees felt less worth by the organization which planted a seed of
discontent in those employees. The study also found some training by permanent
employees did not allow for mistakes in learning and resulted in disparagement between
the contingent and permanent employees. The result was in a rift between the two types
of employees which in turn resulted in lower morale and levels of work performance.
The second theme is values toward content and explains the unchanging
fundamental requirements necessary for initial employee training. This theme brought
light to both effective and ineffective training in the organization. Due to the large
amounts of reading and paper work required for the job employees spend much of their
initial training sitting and reading, not actually working in the field controlling
mosquitoes. This mosquito control district has alleviated part of the problem of this
initial training by splitting the day in half with part of the day spent with the required
reading the other part in the field learning the job. Splitting the day in two was effective
in training the contingent employees, as subjects of the research responded positively to
the divided day of training. The challenge is finding an effective training method to
complete the large amount of reading required for the job.
The third theme is optimal delivery methods of training. By using a variety of
training methods subjects of the research proclaimed how this was effective at the
ELEMENTS OF EFFECTIVE CONTINGENT EMPLOYEE TRAINING 42
mosquito control district. However, the issue of oversimplifying tasks was brought up
several times during the research interviews. One example of the misguided training
given was when permanent employees regularly trained employees in a manner which
made the trainee somewhat perturbed and added to the discontent previously stated.
Despite the oversimplifying of tasks the contingent employees found learning the job
through hands-on and on-the-job training to be practically enjoyable and productive.
Recommendations Based on Study Findings
The recommendations based on the study findings are dependent on each of the
themes uncovered from the research. The first theme, the influence of employee attitudes
and beliefs towards training, I recommend each employee be viewed holistically and as
much information should be taken from each employee for the gain of the mosquito
control district. The importance of each employee being looked at holistically for the
benefit of the organization is a key to successful training (Rossman & Rallis, 2012).
Each employee brings something different to the table in the form of personal
experiences. Those experiences can enhance the overall effectiveness of the mosquito
control district. Granted not all of the employee’s experiences will be beneficial to the
organization, nevertheless, the employee should be examined for any useful experiences.
Examples of useful experiences might include previous safety training, medical or first-
aid training, entomological knowledge and even human resource management
experience; all of which could be utilized by the mosquito control district to be more
effective. For example, during the interview process a prospective employee might be
asked if they bring any skills or experiences to the job which may be useful. The future
employee could then apply those skills and experiences to the organization resulting in
ELEMENTS OF EFFECTIVE CONTINGENT EMPLOYEE TRAINING 43
the employee having a greater purpose and fulfilment of the job, and the organization
would benefit as well.
The second theme, values towards content, I recommend a training program be
implemented which can shorten the amount of time needed by the contingent employee
to complete the vast amount of reading needed for the job. A training program is needed
which would be specifically designed for adult learning and the needs of the mosquito
control district; the program would include a variety of training methods. Those methods
would include interactive lectures given by a training manager, off the shelf videos,
computer based training and perhaps in the future gamification of mosquito control.
Even a pretest to check the knowledge of employees would prove the employees prior
knowledge of the job saving the employee the time needed for the office training and
would allow the employee to get out to the field. This training program once executed
will save the organization time as well as money in man hours spent reading. I also
recommend a more regimented training program be applied which can utilize the
experiences of each contingent employee cutting training time for some tasks, the
resulting bypass in training for returning employees has the potential to save both time
and money for the organization. Thus a more streamlined training program will be
extremely effective for the mosquito control district.
The third theme of optimal delivery methods of training, I recommend that each
contingent employee be viewed for strengths in learning styles to find the most effective
method of training for that particular employee. Since each employee is a unique
individual the training methods will vary slightly for each employee. The idea of a one-
size fits all training program is not the most advantages to the organization. The greatest
ELEMENTS OF EFFECTIVE CONTINGENT EMPLOYEE TRAINING 44
advantage of individualized training at the mosquito control program is that it will take
into account the different start dates for each contingent employee. If all the contingent
employees arrived at the same time training would be easier with a one size fits all
method, however, with each contingent employee arriving on different days the
individualized training would be highly effective. Therefore, with each of the seasonal
employees having a distinctive start dates each employee can have an individualized
training plan which would look at that employees’ strengths and weaknesses. The end
result of an individualized training plan for each contingent employee would be a more
streamlined and effective initial training program. However, with declining budgets of
governmental organizations the challenge is to find a cost effective method of
streamlining the training.
Implications for Future Research
The implications of future research are for more studies to be conducted with
more employees of the mosquito control district to gain a better notion of what
employees understand as effective training. If the both permanent and contingent
employees have a better understanding of what effective training is then perhaps more
effective training will take place. Another consideration is how the organization could
communicate to the contingent employees they are valued and have importance. This
will allow for improved buy in to the organization which will lead to greater commitment
to the organization resulting in an increase in work performance and improved morale
(Shores et al., 2008)
Chapter Summary
ELEMENTS OF EFFECTIVE CONTINGENT EMPLOYEE TRAINING 45
This chapter explained the action plan for the research completed regarding the
components of effective training of contingent employees. A summary of the study
explained the three themes uncovered in the research. Recommendations where proposed
on the study findings for the mosquito control district. The chapter concluded with the
need for future research and what those implications are. One final thought on this
research project is the training of contingent employees at the mosquito control district
seeks to get employees trained and in the field to control mosquitoes, and although the
training may be effective in what it aims to accomplish there is room for improvement.
ELEMENTS OF EFFECTIVE CONTINGENT EMPLOYEE TRAINING 46
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