Does HR need to worry over motivating on-demand workers?

Source: dispatches europe

Technology has made it possible and much easier to connect available talent with prospective work, gig economy provides benefits to both organizations and workers. the on-demand workers gives a flexible workforce that there is only when you need it, without the longer term responsibility and challenges associated with permanent employees. keeping skills up-to-date becomes the responsibility of the worker and organization's becomes brands that manages the services of others. for workers it is working on your own schedule, be accountable for own performance and development and avoid potential miseries of being stick to the same company. The question for this week'e post is Does HR need to worry over motivating on-demand workers?

The way we look into motivation needs a change as well. Organization's must not solely take the responsibility for motivating its workforce. And factors affecting to compromise morale of an employee might account to many. It must be hard to getting up Monday through Friday, making breakfast and lunch, getting the kids off to to school, socialize and entertain and maintain healthy lifestyle and then commuting to job (Pofeldt, 2018). In the gig economy the worker becomes a business. worker decides when and how to work, more freedom and flexibility but with a cost. Social Security and other mandatory benefits associated in a typical employee-employer relationship is not existed (Malin, 2018). This might be a driving force to motivate gig workers to excel in their area of skill and attract more clients inward. doing it own means feed yourself on your own. 

By its nature, the gig economy is all about change. companies need to build agility in their workforce through empowering employees to problem solving and decision making (McGovern, 2017). implementing a flexible reward for flexible system is needed. This means the first step in creating a flexible reward scheme is understanding the scope of workforce's needs, always with understanding that fairness is essential. According to Maslow's Needs theory the highest level an individual can reach is the level where they self-actualize (Maslow et al., 1998). Most workers in the contingent workforce are experts in their relative field, meaning they are on the level of self actualization and the good news is they need less convincing or motivation for efficient performance. However companies can provide extra incentives on completion of work before the contract period and allow them to take frequent jobs with the company to create a synergy effect.

References
Malin, M. (2018). Protecting Platform Workers in the Gig Economy. Indiana Law Review, 51(2), pp.377-411.
Maslow, A., Stephens, D., Heil, G. and Maslow, A. (1998). Maslow on management. New York: John Wiley.
McGovern, M. (2017). Thriving in the gig economy. The Career Press Inc.
Pofeldt, E. (2018). The million-dollar, one-person business. New York: Lorena Jones Books.