Managing Gig And Blended Workforces Through Hr Practices That Enhance Inclusion, Commitment, And Performance
Main Article Content
Abstract
The emergence of the gig economy and blended workforce models has transformed how organizations design and manage work. Traditional HR systems, largely built around stable full-time employment, are often inadequate for managing diverse arrangements involving full-time, part-time, contractual, and platform-based workers. This paper examines the role of inclusive Human Resource (HR) practices in enhancing inclusion, commitment, and performance among gig and blended workforces.
Data were collected from 210 respondents comprising gig, blended, and traditional full-time employees across services and technology sectors using a structured questionnaire. The study employed descriptive statistics, reliability and validity analysis, correlation analysis, regression, and ANOVA to understand how inclusive HR practices shape key employee outcomes.
Results indicate that inclusive HR practices strongly and positively influence inclusion, commitment, and performance (r = 0.65–0.74, p < 0.01), with significant differences between gig, blended, and traditional workers (F = 3.76–6.41, p < 0.05). Regression analysis reveals that inclusive HR practices explain 49% of commitment variance and 42% of performance variance, with commitment as a proximal driver of performance.
The paper proposes a conceptual framework and practical implications for organizations seeking to build cohesive, high-performing work ecosystems in increasingly hybrid labour markets.
Article Details
References
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