隨著外在經濟環境的快速變動，企業為了有效降低成本支出與保有競爭力，在運用人力資源時，除了傳統正式員工的聘僱之外，也逐漸發展出較俱備使用彈性與較低薪資成本的短期兼職員工。短期員工具備機動性高與人力成本較低的優勢，是企業在因應景氣循環波動時能夠快速反應調節生產力的重要工具之一。
代理理論(Agency theory)指出，在特定的工作情境下使用特定契約將可以有效的降低代理風險與員工目標不一致的情況。當企業多傾向採用較彈性化的人力資源策略來控管營運成本，在同一工作環境裡使用不同類型的員工時，也延伸出了針對不同員工管理代理問題的不同契約類型。在組織管理層面來說，也造就了企業內有多元契約員工組成的現況。
當契約混用成為企業內人力安排的常態時，不同契約的管理與使用卻產生了非預期的摩擦與使用成本。長久以來，劃分在長期合約工作者與獨立契約工作者的界線日漸模糊，常有兩者工作內容相同，薪資待遇卻截然不同的狀況。在服務業產業裡，不同契約工作者知覺到同工不同酬所產生的摩擦與衝突更是時有所聞。這些衝突導致了員工對企業產生負面的認知，影響員工的工作滿意度。當工作劃分不明確，員工可能會產生不公平感，或失去組織承諾的負面心理，將造成員工工作滿意度低落與工作品質下滑等現象，進而影響組織的績效表現。對管理者來說，這是組織使用契約為求降低代理成本，卻因為混用多種類型契約而額外產生的管理成本。
本研究聚焦在側重人力資源完成核心任務的服務業產業，以質性研究方法，對三家企業的正式員工即約聘成員進行訪談，瞭解多元契約組成對不同契約的員工造成工作上表現與心理上的影響。並提出本研究的看法與管理上可以改善的建議。
　　經過研究分析發現，企業使用多元契約人力資源策略時，常因為待遇不同與工作內容劃分不清，對員工造成負面的影響。當組織內不同契約成員的工作內容重覆性低時，可以減少員工對於薪資報償的比較行為。多數受訪者表示，完整的職前帶訓制度可以降低員工工作初期的不適應感與正職員工的工作負擔並降低多元契約對員工工作滿意度造成的負面影響。

With the rapid changes in the external economic environment, enterprises tend to reduce costs to stay competitive. In addition to the traditional human resources strategy of hiring regular employees, companies start to use short-term part-time employees gradually to develop a relatively low wage flexibility and low cost. Short-term employees with high mobility and low labor cost advantage, is an important tool for enterprises in response to cyclical fluctuations in response to rapidly adjust productivity.
Agency theory points out that by using specific contracts in specific work situations will help companies to reduce the risks associated with employee goals which are inconsistent with organizations. When companies tend to adopt more flexible human resources to maintain acceptable level of operating costs, it means they use different types of employees in the same work environment, extends more different types of agency contracts staff for different management issues. Creating the situation that there was multiple types of contracts worker to corporate in a same organization at a same time.
When using multiple types of employment contracts becoming more frequently in a business, it creates unintended frictions and costs extra in human resource management. For a long time, the boundaries divided in long-term contracts with independent contract worker workers increasingly blurred. And the two different contract workers are often doing the same job, but receive very different salary and incentive programs. In the service industry, the different perception of contract workers to friction and conflicts arising from unequal wages is often heard. These conflicts led to a negative perception of the staff of the enterprise, affect employee job satisfaction. When the works are not clearly demarcated, employees may have a sense of injustice, or loss of negative psychological and organizational commitment. It will make the employees’ job satisfaction low, and result in declining quality of work. For managers, this is an additional management costs associated with reducing agency costs in organization.
The study focuses on the service industries which depended on human resources to complete the core tasks. By using qualitative research methods and doing the interview with three companies’ full-time staff member and part-time staff to understand the composition of the different multivariate contract employees’ work performance and psychological impact. The study makes recommendations and perception about how to improve the management of plural contracts organization. It finds out that when companies use multi-contracts HR strategy, often resulting in a negative impact on employees in the reason of different treatment and job content confusion. The research shoes that it can reduce different contract employees’ comparisons behavior of salary when they are responsible for different work. Most interviews show that the reasonable and completed job training system can help to reduce the workload of staff and chief of staff to work early and reduce the negative impact on plural contract employee job satisfaction caused.

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