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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


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


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.


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,


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


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:


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.


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


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


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.


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.


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


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


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


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


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


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.


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


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.


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


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


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


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.


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;


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


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.


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.





towards the job?


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,


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


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.


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


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.


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


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


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


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


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.)


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.


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.





towards the job?


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


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


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


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


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.


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