WHAT MAY BE THE IMPLICATIONS FOR EMPLOYMENT TRANSACTIONS OF MORE

WIDESPREAD AVAILABILITY OF 'SLIVERS OF TIME' MARKETS?

THOMAS GALLEY

BA (HONS) BUSINESS

NEW COLLEGE NOTTINGHAM

2010 - 2011

What are the implications for employment transactions of more widespread adoption of 'slivers of time' systems?

Thomas Galley

This Dissertation is submitted in partial fulfilment of the degree

of Bachelor of Arts (Honours) in Business.

New College Nottingham 2010 – 2011.

Abstract

This dissertation looks at the prospects offered by markets for 'slivers of time'.

The existing literature concerning flexible working is considered within the

context of slivers markets.

Primary research based on quantitative survey and phenomenological

quantitative study found experiences pertaining to casual work and attitudes

towards the possibility of engaging in one side or the other of online markets for

short, irregular task based work..

Issues of trust and market forces are taken in to account. Experiences are

compared with the extant literature, and a new approach is proposed that is

designed to frame understanding of how businesses should conduct

themselves with regard to a labour market environment that now includes the

possibility of buying and selling 'slivers of time'.

Acknowledgements

I would like to acknowledge the support from members of my class and the staff

at New College Nottingham. Some of whom were unwitting sounding boards for

some of the ideas and concepts presented in this dissertation.

I would also like to thank all those who submitted responses to the survey and

who took part in the interviews for the primary research section of this

dissertation.

Table of Contents

Abstract

1 Introduction

2 Literature review

10 Hypotheses and objectives

11 Research methods

21 Findings

39 Analysis

43 Conclusions and recommendations

47 List of references

Appendix 1: Primary research questions

Appendix 2: Interview summaries

Introduction

The aim of this dissertation will be to discover the following:

What may be the implications for employment transactions of

more widespread availability of 'slivers of time' markets?

Initial research raised the issue of a new way of working (Rowan, 2010). Wood

(2010) reported on Tesco's adoption of a new system. Tesco encouraged

employees to book overtime online in four hour long 'slivers of time'. The article

suggested that business had identified this system as a way of becoming more

efficient, taking advantage of an added layer of flexibility in its main resource:

the workforce.

The slivers system has had more widespread use as a way for public sector

organisations to fulfil their labour requirements by facilitating access to a

number of casual workers willing to sell 'slivers' of their time through local online

slivers markets (spark 2010) (slivers 2011) (slivers 2011a).

To date the system has had success in enabling employment transactions in the

public sector, and in particular within the field of adult social care (spark 2010).

This dissertation aims to describe and resolve the forces that may be exerted

on employment transactions between the 'buyers' and 'sellers' in a 'slivers of

time' marketplace.

Throughout, some focus is placed upon the differences that slivers pose to the

legal and psychological contacts that occur as part of the employment process.

Examination will show where slivers fits in to the existing literature on flexible

working practices, and into the market for online employment facilitators. An

important part of the picture is the the extent to which existing literature may

relate to slivers.

1

Throughout this dissertation the various schools of opinion and practical

influences that exist are analysed and evaluated within the context of an

assumed wider take up of slivers of time markets. The research process will

describe the extent to which employment transactions may be affected, and

give informed predictions of how businesses, employees and stakeholder

groups could effectively manage their processes, structures and relationships in

light of a slivers system with potentially easier access and availability, and used

by more of the population to find work.

Literature review

Wood (2010) expresses concern that even more flexible working may be bad

for employees due to power inequalities. However, it is important to consider the

economic nature of the price equilibrium in the market for work.

‘The theory of search’ can be used to describe a justification for the slivers

system. The theory suggests that all participants in labour markets incur costs

in pursuit of employment. The search for the best terms for pay, benefits and

work expectations hinder the process by which a market price or equilibrium is

discovered. ‘The longer the process of search ... the greater are the costs to

buyers and sellers of labour’ (Hardwick et al 1999, p. 347)

An opportunity cost is also described by Hardwick et al (1999, p.347) that

influences the speed at which an offer of employment is likely to be accepted;

based on the risk of missing out on work in order to pursue offers with more

favourable terms. It should be contended however that this opportunity cost

exists bilaterally. It is in the interests of both parties to complete the search in a

quick and expedient manner.

This economic justification is also the basis for businesses to improve staff

retention. The 'search' that Hardwick describes, if reduced could save money

for the firm.

The agencies and recruitment consultants that profit from the placing of suitable

2

people in roles may be considered to be benefiting from the 'search'. However,

this is not an accurate comprehension. If the intermediate agencies can reduce

the search in terms of time and cost they will also benefit as their ability to do

this is a measure of their productivity.

Slivers allows 'sellers' to list their free time and allows 'buyers' to specify their

requirements (slivers, 2010) (Millar, 2006). The language that describes the

system evokes online auctions or financial markets. This contrasts with

Druckers 'company-as-a-social-institution' (Donkin, 2001, p. 256.) or Handy's

'...community of interest' (Donkin, 2001, p. 256.).

There is a potential conflict between those at either end of this spectrum. Where

at one end: The employment transaction is market based, ideally to be

commoditised for the good of the market. This argument aligns with the

positions of Adam Smith or Milton Friedman. At the other end: Where the

employment transaction is social in nature based on aligned needs and shared

responsibility.

Another dimension in this argument is the role of government. The ethical basis

for the introduction of a government supported system to intervene in

employment relations is defined by Pinnington et al who consider neo-

corporatism to be where

'… government acts to regulate economic and employment issues, with

the involvement and assistance of representatives of the conflicting

economic parties...' (2007, p. 30).

Where more liberal ethical standpoints may require government to step aside

and allow the market to function independently, the neo-corporatist might

defend the work of the government in enabling the market to function effectively

for all participants.

Success of the slivers system would support such an argument. Particularly if

the benefits were unilateral.

3

The movement of slivers from a primarily public sector environment to a private

sector environment (spark 2010) offers the possibility that the system may be

used to facilitate a far greater diversity of work types. This movement could

equally result in the quantity of work arranged through slivers to increase

significantly.

Prominent examples of web tools that outwardly look similar to those provided

by slivers markets include peopleperhour.com and clickworker.com. A loose

collective terminology for these markets is ‘crowdsourcing’ (Dyer-Smith, 2010)

(clickworker, 2011) (de Castella, 2010). Crowdsourcing in sociological terms

has been defined as,

‘...a focal entity’s use of an enthusiastic crowd or loosely bound public to

provide solutions to problems.’ (Wexler 2011, p.11).

Time magazine in 2006 recognised the advent of the crowd and its influence on

society and the economy. The person of the year award that year was given to

‘you’. The unknown quantity of participants in the cloud.

‘We're looking at an explosion of productivity and innovation, and it's just

getting started, as millions of minds that would otherwise have drowned

in obscurity get backhauled into the global intellectual economy’

(Grossman, 2006).

Grossman delivers an enthralling argument for crowdsourcing in terms of the

global mobilisation of individuals whose efforts might previously have been

thwarted by markets that were not sufficient for their needs or the needs of

those who might wish to employ them.

The problem that slivers aim to solve is a job or task that needs to be filled on a

short term basis, within limited geographic confines. The delivery of this solution

is left to the crowd, with an intermediary or agent facilitating the process by

handling the administration of the transaction (Slivers, 2010).

4

Where slivers differs from, or has evolved from crowdsourcing is in the task that

is being solved by the community. In crowdsourcing per se, the crowd are

actively working on the job in hand together, sharing the workload and

producing the result. The Slivers crowd is there to find the individual capable or

most suitable to complete the task and facilitate that choice.

Slivers has so far been piloted and introduced to local communities or

businesses. The markets created by slivers have boundaries that are

geographical or commercial. There is not, and as far as the existing literature

reads, will not be a nationwide market for slivers. According to the literature on

slivers.com, the system,

'… underpin[s] websites that allow local people or resources to be offered

and booked ... ' (Slivers, 2011).

The justification for this is somewhat outside the remit of this research.

However, it is important to recognise the 'local' nature of the system.

This to some extent ignores the globalisation of work, in particular with regards

to the tertiary sector. As already examined, where some crowdsourcing

solutions allow a 'buyer' access to a global source of labour in order to increase

the choice, slivers increases the choice buy allowing 'sellers' in to the market

that may have much reduced availability or who would otherwise be excluded

from such a market.

The relevance of slivers systems for business can be assessed in terms of what

impact it may have on the task of management. Donkin in 2001 wrote

extensively around the role of management in the near future:

'Within the next twenty or thirty years we may well see the disappearance

of conventional management and reporting structures, replaced by

interdependent networks engaged in transactional relationships.' (2001,

p. 281).

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The word employment itself may become a less accurate way of depicting what

exactly happens between those that do the work and those that manage the

work. That work does not need to be managed in terms of one person

managing another is key to this idea. According to Donkin, trust that the worker

will manage their own lives should form part of the trend for the future.

The notion that the worker can choose his or her own hours. Even how much

time and effort to devote to each employee is central to slivers. Trust will be a

key factor in the success of the system. The firm, freed from its traditional

responsibility to monitor behaviour, manufacture consent and measure

performance could benefit from the advantages of having a far leaner operation.

Lucas supports this viewpoint of the changing role of management. Lucas

regards the primary responsibility of management to be the fostering of trust as

a solution to problems of '...uncertainty, ambiguity and constant change' (Lucas,

in Mullins 2005, p.652) that flexible working provides.

The role of slivers in the configuration of the firm also extends to its structure.

Handy (1989 in Mullins 2005) proposes an approach to the design of structures,

process and relationships within organisations. The model is useful in terms of

discovering who undertakes work that adds value to the firm, and on what

basis. Handys 'shamrock' consists of four leaves that symbolise four distinct

groupings:

▪ The professional core

▪ The contractual fringe

▪ The flexible labour force

▪ Customers

Slivers markets are part of the flexible labour force on the shamrock. The

flexible labour force in this context is defined as '… all those part-time and

temporary workers who make up the fastest growing group in the pattern of

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employment' (Mullins 2005, p.653). All the parts of the labour force defined by

the shamrock are subject to their own methods of management, pay and work

expectations. The model asks a question of managers about who should be in

what group. They are asked to consider how an employee adds value and

whether some of that value is added through their degree of flexibility.

Parks defined transactional contracts as occurring when,

'employees receive pay and recognition for what they do, rather than

what they are within the organisation' (Parks 1994 in, Stredwick and Ellis

1998, p. 282).

The notion of the transactional contract allows for the creation of patterns of

work that do not depend on the employee being present (regularly or at all),

showing commitment or developing relationships. The model of the

transactional contract essentially frees the worker from the many of the

complicated customs and obligations that surround the workplace, and replaces

them with only task based objectives. Success and pay of the worker is

dependant on the work alone.

Of course the benefits of flexibility are not enjoyed solely by the business or the

'buyer' in an employment transaction. Much of the motivation for the introduction

of flexible working practices comes from changing assumptions about the

meaning of work. Literature describes the idea of work-life balance as being

more important to people now than it has been past. An article in USA Today

describes the expectations of 'Generation Y' regarding work:

'Work-life balance isn't just a buzz word. … today's youngest workers are

more interested in making their jobs accommodate their family and

personal lives. They want jobs with flexibility, telecommuting options and

the ability to go part time or leave the workforce temporarily when

children are in the picture' (Armour 2005)

Cooper and Burke add to this argument:

7

'More people want to work to live, not live to work today. In part the

values of the younger generation of employees, in part the result of the

carnage that long hours have wrought and in part more attention to the

research evidence pointing out the dangers of overwork' (Craven 2008).

Cooper and Burke identifies a generational divide concerning values that

individuals attach to work, and notions that people have perceptions of long

hours as damaging or dangerous. The piece goes on to discuss why individuals

submit to overworking that may have a negative effect on their health. It finds an

answer in a lack of knowledge about the effects or an assumption of lack of

choice. The slivers system may well address the issue of lack of choice or

availability of alternative work hours.

A 'slivers of time' scheme was piloted in Newham in 2006 (Local Government

Improvement and Development, 2006). The possibility for unemployment

benefits to be complemented by slivers earnings has been proposed, subject to

the future success of pilot schemes (Rowan, 2010) (Watt, 2010) (Wood, 2010) .

It has been argued that, should government support more widespread use of

slivers, they '...could deliver a constant flow of opportunity to anybody in the UK'

(Rowan, 2010) in particular to those who do not currently participate in

permanent work due to limitations of lifestyle, access, or of opportunity.

Drucker (2003, p. 122-3) considers the trend towards outsourcing of employee

relations. Drucker also looks at measures of productivity: 'In a traditional

workforce the worker serves the system; in a knowledge workforce the system

must serve the worker.' (Drucker, 2003, p.125). The theme is one where the

individual is prized within a knowledge organisation based on their personal

assets. How and whether this will be fairly reflected in the price of a sliver of

time is one of the areas that will be of focus.

Pilbeam and Corbridge (2006, p. 231-2) highlight theories of 'new pay'. New pay

closely integrates pay with corporate strategy and is used as a tool to leverage

pressure on employee performance. The problem here is whether new pay

8

accurately rewards work; balancing employer and employee pay expectations,

or whether a bargaining power imbalance results from slivers. Williams (2004)

proposes that further innovation that results in greater commoditisation of

markets for work will not automatically become the dominant system. The price

of a sliver may initially reflect its requirement to be competitive as a system; to

attract 'sellers'.

Kant states that '...price violates the incomparability of persons since price

admits of equivalence'. (Pinnington et al, 2007, p 104). Kants ideas influenced

the corrosion thesis, where the intrinsic valuation of an individual is corroded

relative to their participation in a market. (Pinnington et al, 2007, p. 106-7).

Kants raises questions about commoditised work. It is clear that there is a

school of thought that questions the validity of any price in a market based on

individuals.

Agency theory seems to encourage the advent of a system where the needs of

the individual and the organisation are more closely aligned (Eisenhardt, 1989)

(Kattenbach et al, 2010) (Leopold, 2002. p.152), and as such the research will

aim to investigate the trade-offs that may occur.

The definition of 'work' is also open to interpretation. Thomas (1999, in Noon &

Blyton 2002, p. 3) defines work in terms of three necessary components:

'1. Work produces or achieves something … 2. Work involves a degree

of obligation or necessity … 3. Work involves effort and persistence.'

Each of these conditions have been challenged at some point in the history of

work by one working practice or another, and accordingly slivers may also

challenge these conditions. Obligation for example is minimal and task based,

and the notion of persistence conjures ideas of repetition and recurring effort or

obligation that slivers aims to do away with.

During a time of high unemployment there has not yet been significant uptake of

slivers as a method of employment. Given further government backing,

9

successful evaluation at Tesco and potential demands from industry; the reach

of slivers systems may well become more widespread.

This raises the following issue to be the focus of this research:

What may be the implications for the employment transactions

of more widespread availability of 'slivers of time' markets?

The value of this dissertation will be in terms of those in the public and private

sector considering (or in the process of) implementing slivers. Although the

system should lead to efficiency gains thanks to a task and performance based

workforce, it is still not recognised as a method of flexible working (BCC, 2007)

(Business Link, 2010). The research will define where slivers fit into the

spectrum of flexible working types. For an employer to understand what slivers

markets mean to the employee is a valuable tool and potential competitive

advantage.

A purpose of the dissertation is to adapt the existing theoretical framework

regarding pay, flexible working and employee relations to provide hypotheses to

address the above problem. Further to this, the project aims to test the given

hypotheses with original research.

Hypotheses and objectives

The following hypotheses are proposed:

▪ Employment transactions between employer and employee will benefit

from slivers in a bilateral manner.

▪ Employment transactions will benefit one party to a greater extent than

the other.

▪ Employment transactions will be disadvantaged by the existence of

slivers in a bilateral manner.

▪ Employment transactions will disadvantage one party to a greater extent

10

than the other.

▪ The existence of slivers will have no noticeable effect on employment

transactions.

The following questions describe gaps between the secondary research and

that required to prove any of the given hypotheses above informed the primary

research.

▪ How are existing markets for casual work conducted?

▪ Can the suitability of slivers markets be defined by the type of task or the

type of person?

▪ How might slivers markets influence the role of management and

particularly the search for improved productivity?

▪ Are there any existing methods that are used to manage the search (as

described by Hardwick et al (1999)?

▪ Will slivers markets translate successfully from the public to the private

sector?

▪ What are the expectations of potential traders in slivers markets?

▪ What are the concerns of potential traders in slivers markets?

Research Methods

The research design has been conducted in order to fully address the research

question and associated hypotheses.

Methodology and research philosophy

The research followed a comparative approach (McMillan & Weyers, 2010)

identifying the various arguments, schools of thought and data, contrasting what

effect they have on each of hypotheses.

The research aimed to use a deductive, positivist approach. However, there are

some inductive, or interpretive elements to the research. The two are not

11

mutually exclusive if regarded as extremes on a continuum (Collis & Hussey,

2009) and this was the concept that underpinned the research paradigm of this

project.

Some element of participative enquiry may be appropriate for this area of

research. By understanding the processes it may be possible to assess how

they might work on a more widespread basis. However, given the demands of

substantial commitment and time this would require, this element has been left

for future study.

The quantitative research was opened up to as wide a variety of respondents as

possible given the limited means available. The wide basis for sampling is

designed to address the gaps in the research relating to existing experiences of

casual work markets and the expectations of potential traders on slivers

markets.

The qualitative research targeted accessible respondents with experiences or

useful opinion about the problems that slivers markets have been designed to

solve, through convenience sampling. Those include managers, business

owners, freelancers, and the long-term unemployed. The selection of these

individuals is designed to help address the gaps in the research relating to

potential traders, the translation of slivers from the public to the private sector

and the role of management within an organisation where work is conducted in

slivers.

The research includes qualitative and quantitative primary research to provide a

good basis for analysis. The triangulation between the two and the secondary

research informs the analysis. Analysis of the findings is evaluated pursuant to

Lincoln and Guba's four criteria of: credibility, transferability, dependability and

confirmability (Collis & Hussey, 2009, p. 182.). Measures of statistical

confidence are provided and the relevance of the conclusions is measured in

terms of the four criteria.

It was anticipated that a limitation of the quantitative research may come from a

12

small sample size that may not be representative of the UK workforce. Krejcie

and Morgan note that 'As the population increases, the [appropriate] sample

size increases at a diminishing rate and remains relatively constant at slightly

more than 380 cases' (Collis & Hussey, 2009, p. 210.). This was the target for

the research sample. However limitations of resources, and possibly research

design meant that fewer respondents were found. In order to get around the

small sample size the primary research is split in to two types. The aim of this is

to allow triangulation of the two sets of findings with each other and with

findings from the secondary research conducted in the literature review.

The research methods used included an online survey and informal interviews.

Ethical considerations of the research

Principle ethical issues in respect of the subjects to a study, that should be

adhered to while conducting research include '...the need for fully informed

consent to participate and the need to emerge from the experience unharmed'

(Rudestam and Newton 2001, p. 265.) and, that '...confidentiality should be

respected throughout' (McMillan and Weyers 2010, p. 212.).

To that ends the primary research was conducted within the following criteria:

First of all, the subjects of the research were informed of the nature of the

research, and to what ends it was being undertaken. In this case as part of

academic research being carried out in support of the BA (Hons) Business

qualification.

Secondly, all subjects were informed of the security of their data. Respondents

to the survey were assured that their data would not be passed on to any third

party and interviewees were given the same assurance prior to an interview

commencing. On top of this all of the data is presented anonymously in this

dissertation. Data recorded that can identify any individual is removed from the

responses and the bare minimum of background information (for example,

concerning the work, location, employer name) is given in the interview

13

summaries.

All participants were assured that they do so on a voluntary basis. Respondents

to the survey were informed that in submitting a response they are entitled to

one £15 prize payment, subject to the winning a prize draw to be conducted on

1st June 2011.

All data collected as part of the research process of this dissertation will be

deleted or destroyed once the work has been assessed and final feedback

given.

Wherever possible during this research, an ethical consideration has been

made not to include any bias in the data collection methods towards

assumptions of normality or correct lifestyles. For example, there is no talk of a

'normal' job, or 'correct' pay.

Online survey

The online survey has been designed in order to address several issues. The

survey asks the respondent to consider the 'employee' side of the transactional

relationship.

Data on the availability and inclination towards slivers style working has been

collected by asking questions about the respondents relationship with 'casual

work'. The survey makes no attempt to research the buyer side of the slivers

transaction. The justification for this is that anyone able to work is capable of

selling slivers of their time, where as not everyone has the requirement to buy

slivers of time. In this sense, this research has more value in terms of any

trends among the population, as opposed to a tighter definition.

There is also the possibility that businesses will buy slivers. Therefore findings

in this area would be dependant on having a statistically significant number of

business decision makers in the sample. As access to such sample members

can not be guaranteed the decision was made to keep potential members of

14

such a sample separate, and for further qualitative research.

The survey was designed using google documents, and hosted online from 16

March 2011 until 14 May 2011. The advantage of using google documents is

that it facilitates the easy and secure storage of data. The responses are only

accessible with a password. The online nature of the survey means that it is

available at all times, and does not require a researcher to ask the questions.

This removes any time based sampling bias or interview bias.

The link to the survey was displayed through a variety of media. Social

networking site facebook was used to spread the word and those that read the

link were encouraged to pass the link on to their friends. The link was also

posted on forums such as leftlion.co.uk to get more respondents. Word-of-

mouth was also employed as a tool to raise awareness of the survey.

This presents a possible sampling biased as those that are acquainted with the

researcher are more likely to be included in the sample. However, the methods

are justified on the basis that access to more suitable methods is limited.

An incentive was offered to encourage participation in the survey. This may well

have resulted in a slightly better response rate than originally expected. This

creates the possibility of a bias in the results towards individuals who are

susceptible to this type of incentive.

In order to assess the influence of any bias in the respondents demographic the

first section of the survey allowed the respondent to enter their age, sex, income

bracket and employment status. The collection of this data also allowed the

possibility for correlations between certain demographics and responses to the

'casual work' questions that followed.

In order to reduce the possibility that the respondent could place their own

interpretation on the notion of 'casual work', a simple definition, adapted from

the Financial Times definition (FT, 2011) was offered:

15

'For the sake of this survey, casual work is defined as very short-term

work, for a short period of time, not with your usual employer.'

It could be considered that a tighter definition of the term 'work' should not be

used. However, as discussed elsewhere in this dissertation, the very notion of

work is subjective and open to interpretation. It could also be argued that there

is some value in the allowing the full range of understanding to be included in

the research as this provides the best way of attempting to understand the full

context. The aim of including a definition was to target the knowledge required

to answer questions on the particular area of study of this research.

The first issue to be addressed was the respondents history. Had the

respondent already been exposed to casual work. This would be essential in

allowing a comparison with existing trends.

The second question was designed to assess a respondents propensity to look

for casual work in the future. The time period of 12 months was chosen to allow

a reasonable indication of degree of propensity to be discovered. Without a time

limit, it could be contended that a long-run trend would be created that reflects

the lack of predictability of future events rather than the respondents work

expectations.

The third question attempts to discover the wage expectations of casual

workers. The possible responses have been designed to be relative to existing

income in order to allow for comparison across the various existing income

brackets. Upon completion of the survey period and the other research that

forms part of this dissertation, the possibility that casual work might be

completed without remuneration came to light. It could be argued that the option

for 'Less than your usual income' in the survey does not cover this possibility

adequately.

The final question is based on a statement:

'Imagine a website where you could easily list the availability of your

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time, your skills and wage demands. Employers would browse through

looking for someone suitable for a short task or job. Employers contact

you, and you decide on whether to take the offer of work online.'

The statement is designed to give a brief overview of how a slivers market

works while being simple to understand. Hopefully the statement helped to

eliminate any confusion about the question that aims to ascertain whether

knowledge of such a website would change their propensity to engage in casual

work.

It should be noted however that this question and the research design makes

an assumption of pre-existing knowledge about the internet and its use.

The questions in the survey have been posed to evaluate various hypotheses.

Any correlation between the data collected is presented and described in the

findings section and analysed along with all of the other research pertaining to

the problem in the analysis section.

It should be noted that some of the questions that form the survey are

qualitative in style. Answers are collected rather than observations that are

directly measurable. In this respect the research attempts to analyse statistically

phenomena such as respondent opinion or propensity to engage in a given

behaviour. It is contended that still has substantial value as part of a sociological

study such as this one.

Informal interviews

The questions were used as part of the phenomenological (Rudestam and

Newton 2001, p. 92) interview process to frame the qualitative research. They

have been designed to try and maintain objectivity and remove bias. Where

possible they are as open ended as possible.

The judgement of the interviewer was used to allow and encourage the subject

to speak freely around the topic. The interviews aimed to give the subject the

17

opportunity to express more detail or expand their answer where necessary.

Initial questioning was on the broadest possible basis, given the confines of the

research. Interviewees were encouraged to talk around the subject and give

their own interpretations of the issues.

In total, seven interviews were conducted. They were all carried out in the form

of telephone conversations. During the conversations the subjects were asked

to sit in front of a computer with internet access. The seven respondents were:

▪ Manager of a small family run pawnbrokers business.

▪ Sole trader specialising in landscape gardening.

▪ Sole trader operating as a freelance draughtsman.

▪ Long term unemployed job seeker.

▪ Sole trader specialising in installing water features.

▪ General Manager of a bar.

▪ Primary school teacher.

The respondents were selected through an idiographic sampling method.

Available participants were screened for the likelihood that they are likely to

have some understanding or relevant opinion on the phenomena being studied.

In this case the slivers markets. They were also screened on the possibility that

they would be eligible to trade on slivers markets. This had the effect of

removing those considered too young too work from the sample.

No screening occurred other than that in order that the process did not become

so prescriptive that it prevented the possibility that the full range of experience

and opinion may be discovered.

The interviews were split into two sections. In the first part the interviewer would

ask questions about the interviewee regarding their situation, the type of work

they find themselves in, and their attitude to casual or temporary workers.

The second section would begin with an introduction to the slivers concept and

18

the website. The interviewer directed the subject to the website and gave a brief

explanation of how it worked. At least the following was included in this

explanation:

▪ The system has been piloted in various communities by the government

and used by Tesco.

▪ The system allows people to 'sell' 'slivers' of their spare time.

▪ Sellers can list their availability, skills and experience, special

requirements.

▪ Sellers get a star rating from those who have bought slivers of their time

previously.

▪ Buyers can choose from a selection of sellers for any given job.

▪ Those with higher ratings will demand a higher rate.

▪ A local agency usually handles the administration of the system, pay and

tax.

During this explanation period of the interview, the interviewee was encouraged

to look at the images depicted below from the slivers website.

This first screen grab (Image 1: My availability) depicts one of the screens that

the seller might use to interact with the slivers website. The image shows how

the seller would list their spare or available time.

19

Image 1: My availability. Source: Slivers, 2011a [accessed 01.03.11].

The second screen grab (Image 2: Seller selection) depicts the view of slivers

that the buyer might see when interacting with the website. The blocks indicate

available workers and their ratings and market price.

By looking at the images the interviewee was able to more effectively

comprehend the premise of sliver, and an example of how it might be used in a

real setting, rather than simply as an abstract concept.

Following the slivers explanation, questions followed in order to find out whether

the subjects had heard of the system, their opinion of the system and how it

may affect their circumstances. Further to this, subjects were encouraged to

speculate about possible advantages and disadvantages of the system in use

and admit if there were any other information they would require in order to

improve their judgement on the matter.

During the interviews notes were taken by the interviewer. These brief notes

were then typed up. Every effort was made to ensure that the typed transcripts

were an accurate representation of the interview. The transcripts were then

20

Image 2: Seller selection. Source: Slivers, 2011a [accessed 01.03.11].

shown to the subjects at a later date to ensure that they agreed with the content

and that it represented what was actually said. An opportunity for corrections to

the transcripts arose at this point, before they were signed off by the subjects.

The transcripts then underwent a process based on an adaptation of Moustakas

(1994, in Rudestam and Newton 2001, p. 157.) approach to phenomenological

research.

The transcripts were reviewed in their entirety to assess each ones relevance to

the area of study. Following this, relevant statements were recorded, and areas

of the text that had no relevance to area of study were disregarded. After this,

statements were loosely organised into loose themes. These themes were put

together to describe 'textures of experience' (Rudestam and Newton 2001, p.

157.) that inform the discussion on slivers markets, before being compared and

contrasted with the existing schools of thought.

This analysis is summarised further on in this dissertation in the qualitative

results section.

Findings

In this section the results of the primary research will be summarised, along with

any findings that have to light. The results have been placed in one of two

categories. The first set of results are derived from quantitative analysis of the

responses from the online survey sample. The second set of results are formed

from qualitative analysis of the informal interviews.

Quantitative results

In this section the data collected as part of the online survey is displayed and

analysed for any patterns or correlations that may influence the approach to the

research hypotheses, or improve understanding of this area of study.

The analysis initially follows the structure of the survey itself. First describing the

21

demographic of the sample. After this the responses to the survey are analysed,

and any themes or trends are presented. Finally, some meaningful correlations

between the various sets of data will be considered.

For the sake of proper definition, the population under study for this research is

those of working age who are already employed (29,240,000) or unemployed

(2,455,000) in the UK; totalling some 31,695,000 (ONS, 2011).

Demographic of sample

There were 87 responses to the survey. The demographic of the sample is

described in terms of: Age, gender, annual income level and employment

status.

Fig. 1. depicts the age demographic of the sample.

Their does appear to be a bias in the results, possibly as a result of the

sampling method. The median age of the sample is 27. Those over the age of

around 55 are particularly under represented in this sample.

22

Fig. 1.

Fig. 2. depicts the demographic of the sample by sex.

There is slight bias towards Male respondents in the survey. However, it could

be argued that it is not statistically significant.

Fig. 3. depicts the annual income level grouping of the sample.

23

Fig. 2.

Fig. 3.

The income levels of the respondents are quite evenly distributed. 20 per cent

of the sample earn above £25,000.

Fig. 4. depicts the employment status grouping of the sample.

There is a spread among the sample of different employment status. It could be

argued that there is once again evidence of a sampling bias in the results.

Students compose 47% of the sample. They are over represented in terms of

the population under investigation. It could also be argued that those who are

retired are particularly under-represented and this might equally influence the

results.

24

Fig. 4.

Question responses

Fig. 5. depicts the responses to the question: Have you ever done casual work?

Of the sample, 66.7 per cent had engaged in casual work prior to completing

the survey. At the 90 per cent confidence level, the confidence interval is 8.31

per cent. It could be concluded that significantly more people within the

population are likely to have engaged in some form of casual work than not.

Fig. 6. depicts the responses to the question: How likely would you be to

consider getting casual work in the next 12 months?

25

Fig. 5.

Fig. 6.

The split is even between positive and negative attitudes to finding casual work.

Within the sample however it should be stated that over half of the group

showed little or no desire to get casual work.

Fig. 7. depicts the responses to the question: How much would you expect to

get paid for casual work?

In respect of attitude towards pay and casual work, the sample group as a

whole did not favour one answer over the others. The group was split roughly

equally between those who expected more, the same or less pay from casual

work than their usual income source provides.

26

Fig. 7.

Fig. 8. depicts the responses to the question: Would such a website increase

the likelihood that you would consider casual work?

Over 75 per cent of the sample answered positively to the question: 'Would

such a website increase the likelihood that you would consider casual work?'

This offers a confidence interval of 7.55 per cent at the 90 per cent confidence

level. It could be concluded from the data that the existence of such a website

(as defined in the survey question) would increase the likelihood that an

individual within the population may consider casual work.

Further correlations

The following figures depict some of the bivariate analysis based on responses

to the survey.

27

Fig. 8.

Fig. 9. shows the relationship between the gender of the respondent and their

propensity to consider getting casual work in the future.

The data in Fig. 9. shows a stronger correlation between men and propensity to

consider casual work in comparison to women. 48.89 per cent (C.L.= 90%, C.I.

= 12.26%) of men answered that they were 'Very likely' or 'Likely' to consider

getting casual work in the future, in comparison with 30.95 per cent (C.L.= 90%,

C.I. = 11.73%) of women. It could be argued that men are more likely to

consider getting casual work than women.

28

Fig. 9.

Fig. 10. depicts the relationship between income levels and propensity to

consider getting casual work in the future.

The above data shows that those with lower incomes (below £10,000) are more

likely to pursue casual work than those in income brackets above £10,000. 50

per cent (C.L.= 90%, C.I. = 15.02%) of those earning less than £10,000 were

either 'Very likely' or 'Likely' to consider future casual work. Only 26.32 per cent

(C.L. = 90%, C.I. = 9.6%) of those earning above £10,000 shared the same

viewpoint. Of those earning over £30,000, no respondents showed any desire to

consider future casual work.

In order to improve the validity of this finding it would be desirable for future

studies to gain access to a more respondents within the earnings groups that

are left under-represented represented by this study.

29

Fig. 10.

Fig. 11. shows the relationship between experience of casual work and pay

expectations of casual work.

The above data shows a clear positive correlation between those that have

previously undertaken some casual work and lower pay expectations, in

comparison with those who have not. 43.1 per cent (C.L.= 90%, C.I. = 10.7%)of

those with experience of casual work had expectations of pay lower than their

usual income; in comparison with 24.14% (C.L.= 90%, C.I. = 13.07%) of those

without experience.

In order to prove the validity of this correlation future studies may aim to target a

greater number of respondents. As well as this the question itself could include

more detail, so that the degree to which a given individual might work for more

or less pay on a casual basis might be assessed.

30

Fig. 11.

Fig. 12. shows the relationship between respondents that have or have not had

experience of casual work, and the likelihood that the website described in the

question will affect the propensity that they might consider casual work.

The above data shows a slightly greater correlation between those that are

receptive to the idea of the website of a type described in the survey and

experience of casual work, in comparison with those who have not. 81.03 per

cent (C.L.= 90%, C.I. = 8.47%) of those who had experience of casual work

responded that the website would increase the likelihood that they would

consider casual work. The correlation was slightly less pronounced for those

who had not had experience of casual work. 65.52 (C.L.= 90%, C.I. = 14.52%)

per cent of this group thought that the website would have the same effect on

their approach to casual work.

It should be noted that this correlation is weaker compared to some of the

others that have been described. The overall trend described in Fig. 8. is much

stronger.

All of the trends and correlations observed within these findings would benefit

31

Fig. 12.

from testing upon a larger sample. The low numbers that responded to the

survey amount to a limitation of this research, and this should be addressed in

future.

Qualitative results

In this section the broad themes that presented themselves from the interviews

are described. Summaries of each interview are presented in Appendix 2.

Quotes from various interviews are presented to highlight how common themes

and areas of disparity became evident.

None of the interviewees had heard of slivers markets or slivers of time prior to

the interview, despite all being generally quite well informed on business

matters.

Of the interviewees, all but one had some experience of one side or the other of

the transaction for casual work. The fact that this was so pervasive shows that

among the sample, casual labour markets exist. The following was said

regarding the availability of casual workers:

'[casual labour] is generally quite easy to come by.'

Some of the interviewees explained what is regarded as an abundance of

available casual workers:

'… in this industry it is quite easy to get someone to help you out. My

staff have friends who might be looking for a job, so I can get them in if

we're caught short for staff.'

'At the moment unemployment is so high that people are screaming out

for jobs...'

It is clear that casual labour markets exist already that fulfil the needs of

business. None of the interviewees expressed difficulty in accessing casual

32

labour. Two of the respondents that were in a position to act as buyers in slivers

markets expressed that they had no requirement for such a system. However,

this was generally down to existing availability already fulfilling their needs, or a

lack of any need for casual labour.

The research also highlighted the possibility that the existing markets for casual

labour were not adequately developed.

'I have [used temp agencies] before and it's a bit of a minefield. You

either get amazing workers and pay through the nose for them, or risk

getting someone awful.'

'Often, when you use them [agencies], they send you someone different

every time.'

The agencies that might typically offer temporary workers may be unable to fulfil

the needs of those requiring occasional help to support their business. There is

certainly an existing perception that this is the case.

This very often relates to issues of standards, skills and experience and how

buyers may decide on the suitability of a candidate for a job. The following

statements were offered to describe this situation:

'I need a reference from someone whose opinion I respect generally as

standards are so important. Not just about their standard of work, but

also their personality.'

'As well as being used to the work, they will have to have certain

equipment. Their own set of steel toe-cap boots for example. The people

who get the work will be the ones who can turn up and do the job.'

'Fair enough someone might have a really good rating but that isn't

necessarily important compared to the feel that you get for someone

when you meet them.'

33

'It is tricky with schools. You can't just pull someone off the street to do

work. They have to have a criminal record check and you would want to

check they were suitable for the job.'

The buyers in the employment transaction often have very specific demands.

Some of which are measurable that sellers will be able to provide evidence of in

support of their application. It is also clear that employers also consider less

tangible attributes very important. Some assessment of suitability in terms of

personality and attitude to work is regarded as an essential part of the

employment process, yet is dependant to an extent on an interaction before the

contract commences.

Generally the idea of markets for slivers of time, and the slivers website were

received well. In some cases where individuals saw no use for slivers in their

own situation they were still prepared to admit that it may have value in use for

others.

'It does look interesting. Looks like it could be useful to some

businesses … if we were going to use it, it would be in a similar manner

to Tesco. We could use it at Christmas for example to sort out the

overtime … It might make the process of sorting all that a lot quicker and

easier.'

'I think it [slivers] looks good. It could solve my problems really. I think I

would try it, and if the experience was good I might be tempted to use it

more.'

'[the system] Looks good. I think I could definitely use it. In between full-

time jobs I could supplement my income doing little jobs on the site.'

'It looks interesting. I can imagine it could be more useful to a bigger

business than ours.'

34

There is the assumption that there is a need for some businesses to access a

larger pool of casual labour more easily, and that those looking for work would

benefit from having access to a slivers market.

The interviewees expressed some diversity of opinion on the matter of whether

commitment was an issue for them in regards of casual employment. For some

commitment was not necessary for the kind of work casual workers might be

employed to do. Others stated that potential lack of commitment was an

acceptable trade off to be had in order to enjoy the benefits of increased

flexibility.

'[on not being able to meet temporary staff before they start] It's a trade

off that you make for a reduced commitment and more flexible

workforce.'

'The work we reserve for casual workers is generally a lot lower-skilled.

Basically because their loyalty only goes as far as the task they are

getting paid for … It's all about flexibility in the end.'

'As for casual employees; if you want flexibility in your work you should

expect a lower rate of pay. I don't think this system will change that.'

What can be derived from these statements is the way in which the perception

of casual work is often coloured by comparisons with full time or permanent

work. Casual workers are regarded to some extent to be in need of flexibility

and are therefore less likely to have the loyalty or work ethic of a core

employee. Businesses that choose to use casual workers regard the

relationship in much the same way. They accept that the work to be carried on a

casual basis will be lower skilled and possibly of a lower standard in return for a

freer employment transaction with fewer responsibilities.

This assumption links to themes about risk. For some, engaging in markets for

casual labour presents a risk. On occasions, to the extent that they may miss

out an opportunity to operate more efficiently as a result.

35

'[In regard of casual labour] It just isn't worth the hassle of paying

someone else to do the job when you know you would be better off doing

it yourself.'

'[we compete on] Skill and the completed job being of a good standard. If

we were to rely on casual staff for that it would be more risky. You haven't

really got any way of finding out if they have the skills they say they

have.'

'[Casual workers] aren't likely to stay with us very long and our reputation

with customers is too important to be damaged by staff who can leave

whenever they want.'

'Parents wouldn't do it [buy slivers] either. They would have to have to

have a lot more information about the person before meeting them. Let

alone letting them teach their child.'

The above do not present an entirely negative critical stance on the casual

workers. What is reinforced by these statements is that casual workers are

rarely suitable to take over roles that exist on a permanent basis within the

company. Where opinion diverges is to what extent, given that casual workers

work differently once employed by an organisation, this presents an opportunity

or a risk. This also creates the possibility that tasks should be designed

differently for permanent and sliver employees in order to achieve the same

result.

The interviewees responded differently to the idea of using ratings as part of an

employment transaction. Where many were used to using references of

differing degrees of formality, none had experience of a web based star rating

system within this context. Some expressed concern about the ratings and a

desire to find out more about what was rated and how reviews might be

presented.

36

'I think I would like to know more about the reviews and ratings. They

need to be spot on really.'

'A simple rating does not really give enough information. It might not be

accurate either … I think if you have a rating it has to be really tightly

defined.'

'… I would like to see ratings about 'attitude to customers'. For me I want

workers who are good with people. In this industry you can get people

who are rude or use bad language ... If someone has a good rating from

other businesses that don't have these values the rating itself is

undermined.'

'What if you turn up to do a job on this slivers thing and for whatever

reason you get a bad rating? Will you feel obligated to do more work to

up the rating? ... the system could be open to abuse from both sides.'

'Ratings are a measure of your reputation online.'

'A reference from someone you know and trust is worth a lot more than

an anonymous star rating on a website.'

What is evident from these statements is that the respondents held that the

design of the rating system is one of the most important areas of concern for the

potential user. Successful use of the system would rely on the system allowing

buyers to accurately measure existing feedback.

Where existing criteria is in place to assess an individuals suitability for

employment, such as word-of-mouth or reference requests, these methods

have to translate effectively to the online environment. Ratings are inevitably

going to be compared in terms of reliability, trust and transparency with existing

reference methods. Therefore, the design of the ratings system will have to

compare favourably with these existing criteria in order to work.

37

The contention was that the star rating by itself was not enough. It was

generally assumed that other data would be made available. For example

written feedback, or multiple star ratings that allow for more detail. Upon

considering what feedback should be given, there was an acknowledgement

that no two buyers would have the same requirements, therefore the idea of

one universal rating may often be inadequate.

The interviewees compared the slivers ratings systems with those on other

websites of which the respondents had experience.

'I've used [ebay] a few times and I've noticed it is hard to give negative

feedback. It's good that you can look at what other people have said

before you commit to buy.'

'We use Amazon and occasionally eBay to sell some items. We've

noticed problems with the ratings and what customers think they are for. I

had one bad review of our service on Amazon from a customer who just

didn't like the DVD he had chosen. We delivered it quickly and the

product was as described which was what he should have judged us on.'

'[on online ratings] They can be good. I suppose when you have more

ratings they are going to be more accurate. I think it's better to have a

rating than not. If you're buying it can help you come to a decision.'

When interviewees consider previous experiences with online ratings they are

demonstrating, to varying degrees how prepared they are to use ratings for

slivers. For some there is an understanding that to blindly follow a rating is

naïve and that ratings systems are open to abuse, even from users who have

the best intentions. The savviness of the interviewee extends to an

acknowledgement that the more feedback information you have access to, the

less likely the rating is to be inaccurate.

During the discussions, the interviewees presented some problems with the

slivers system.

38

'Even if a temp worker came in with experience working in other bars we

would still have to do the training with them and get them signed off. If

you are getting someone in to work one shift and you have to go through

all that then it's more trouble than its worth.'

'… I think the possibility is there for people [buyers and sellers] to stop

using the site once they have swapped contact details …The way to

avoid a kind of black market happening is to make the site so easy to use

that organising casual labour off line seems like too much hassle.'

'My worry would be that the less professional teachers, maybe the ones

that for some reason have left the profession or aren't able to get a

proper permanent job would end up selling their time on this site. That

would be bad for the profession.

'Potentially this [slivers] might put full time workers jobs at risk …'

The responses suggest that people anticipate that the slivers system, upon

wider adoption may run in to problems that may hinder its ultimate success.

There is also an argument that should slivers be a success it may result in a

more convincing argument for online outsourcing and cloud-sourcing as an

alternative to permanent types of employment.

Analysis

Throughout both sets of results it is possible to observe a market for 'slivers of

time' that exists separately to the 'slivers of time' system proper. That is to say

that casual labour markets have always existed and that slivers markets are an

innovative technology based interpretation.

The key objective of this research was to discover what effect more widespread

availability of slivers markets might have on employment transactions. The

primary research exposed a variety of highly developed ways that people who

39

might wish to act as 'buyers' or 'sellers' within slivers markets already use to

manage the search for employment.

Word of mouth although informal, is commonly used to enable the search and

to check the suitability of an applicant for the role. Regulatory environments

control and inform the process. Issues of professionalism are managed by

professional bodies and strong social constructs. Qualifications and certification

offer standards and security for the employer. Slivers markets will at least have

to match the sophistication of these existing methods in order to compete with

existing markets.

An advantage that slivers markets may have over existing markets is the

potential to engage far greater numbers more effectively. Its ability to fulfil this

potential will strengthen its value proposition. High numbers will improve the

reliability of the ratings and improve choice for those on both sides of the

employment transaction. The primary research indicates that ratings are

considered to be more reliable when they are based on a greater quantity of

feedback, and when they include more relevant detail.

During this research, it was found that casual work is already a significant part

of the economy. The majority of people have engaged in casual work, and a

significant proportion showed some interest in doing so in the future. The

positive response that those surveyed had towards the idea of markets for

casual work being conducted online, if realised would surely justify their use for

potential buyers of slivers.

Sellers too would benefit. Parks definition of the transactional contract, where

pay and recognition is derived from what they do (Parks 1994 in, Stredwick and

Ellis 1998, p. 282.) should be adapted for slivers to include what they have

done. As those who have engaged successfully in sliver markets more often will

better placed to charge more. To say that workers will be rewarded for 'what

they do' is far too simplistic for this context.

There is some discussion about whether conducting employment relationships

40

on a transactional basis is suitable for many jobs. This corresponds with the

theories of 'new pay' highlighted by Pilbeam and Corbridge (2006, p. 231-2) and

Kants notions of the 'incomparability of persons' (Pinnington et al 2007, p. 104.).

An area for future research highlighted by this is to what extent the perception

that work is transactional in nature affects an individuals motivation to work. Do

individuals accept they are comparable in terms of price?

There are also some strong demographic trends regarding slivers market that

should be taken into account. The higher propensity for male or lower income

respondents to engage in casual work needs to be studied further to be fully

understood. It is likely that if these trends prove to exist in reality, the buyers of

slivers will need to take such trends in to account. Further research would be

needed to substantiate these findings and compare them with the ideas

proposed concerning 'Generation Y'; a younger generation less obsessed with

structure and permanence of work than their forebears.

Two main trends concerning those that had experience of casual work came to

light within the research. Experienced casual workers are likely to demand

lower pay for casual work and are more likely to have a positive attitude towards

using online slivers markets. This could be due to experience leading to more

realistic expectations being formed. Further research is need to substantiate

these correlations.

It is also clear that in order to engage in slivers markets, the very design of 'jobs'

will have to change. Slivers markets demand a focus on 'tasks'. If the work to be

undertaken can be broken down in to a series of smaller (in terms of time

requirement and scope) components it may suitable. However, the structure,

processes and relationships found within organisations may not match the

requirements of a strategy based on slivers. Future research is required to

assess the relationship between slivers of time and the configuration of the firm.

This may well supplement the body of work surrounding Handys 'shamrock'

model of the organisation, and the work of Lucas regarding the primary

responsibility of management.

41

It was also found that the areas in which casual work markets could be

improved by being conducted online were primarily in the tertiary sector where

geography was not such an important consideration. Conversely, where

business was conducted within a locality or mainly within the primary and

secondary sectors, the value of the online element of the system is reduced as

the important factor is that 'buyers' and 'sellers' exist locally.

The community basis that forms part of the slivers reason for being directly

challenges existing assumptions about how the internet can add value to a

business.

Another issue that research has raised is trust. The contract that exists at

employment is dependant on measures of trust that can be defined in a number

of ways. Qualifications, references from a third party, compliance with regulatory

bodies, interview performance and of ratings can all be used by the employer to

assess the likelihood that someone is trustworthy. Trust is discovered through

this complex and continuously evolving framework and the price within a market

will reflect the level of trust that 'buyers' can place in 'sellers' to complete a task.

The price may also reflect the markets ability to accurately depict the

trustworthiness of its participants.

Absence of trust is measured by buyers as a business risk. Given that 'slivers'

markets are designed to offer benefits to the firm in terms of improved

accessibility to casual labour, this introduces the notion of an acceptable level of

risk. A level where appropriate rewards are available. This relates closely to the

theory of search described by Hardwick et al (1999, p. 347). Slivers markets

test the trust that is essential for markets to operate. The design of the systems

must promote trust if they are to reduce the length of the 'search'. Where

Donkin predicted the advent of 'transactional relationships' (2001, p. 281), his

reasoning was the removal of traditional structures and limits of responsibility.

What the research within this dissertation has shown is that trust does not

become superfluous in slivers market. Instead responsibility for measuring trust

is transferred from within the firm, to the market.

42

It is argued based on this research that the greater the degree to which a job is

defined by trust and complexity, the less suitable it is for listing on a 'slivers'

market. This contrasts with the other online markets such as crowdsourcing

where they have been found to be highly suitable for complex tasks. The

economic reality is that where the complexity of the task increases, the fewer

actors within a market are likely to be capable of carrying it out. Even fewer are

likely to be capable of proving this. Where other online markets address this

problem by allowing the metaphorical net to be spread as wide as possible, the

slivers system inhibits choice by limits of geography.

Conclusions and recommendations

A relationship is proposed and summarised in Fig. 13. Fig. 13 depicts the

relationship between the degree of complexity of the task and its suitability for

listing on a slivers market. The horizontal axis describes the degree of

complexity. This is a function of the following dimensions, where 0 is the least

complex and 1 is of maximum complexity.

▪ Complexity of trust: How complex the process of proving a sellers

trustworthiness is.

▪ Technical complexity: How complex the process of proving a sellers

technical capability is.

▪ Professional complexity: How complex the process of proving a sellers

professional competence is. Includes legal

requirements and professional integrity.

The vertical axis describes how suitable slivers markets are for listing that task.

Where 0 is not suitable and 1 is most suitable.

43

The contention of this dissertation is that tasks towards the lower right end of

the curve, where complexity is at its greatest require more sellers to be active to

satisfy the demands of the market and that: the limited geographical scope of

slivers markets are a limiting factor. The maximum possible number of 'sellers'

is limited to those present within that area.

It is predicted that the seller to buyer ratio that is required to satisfy the needs of

the market will increase towards the lower right end of the curve. That is to say

that where a task is of the lowest possible complexity, the required seller to

buyer ratio (RSBR) will be 1:1. For each sliver listed, one seller is available. As

the complexity increases the RSBR may be (for example) 10:1 as more sellers

are needed to guarantee that one is suitable.

Where numbers within a slivers market can satisfy the RSBR both sides will

benefit equally.

Where there are not enough sellers in the slivers market to satisfy the RSBR

only sellers can benefit, as the supply of work for qualifying sellers will exceed

demand.

44

Fig. 13.

Where the number of sellers exceeds the RSBR, buyers will benefit as they will

have a greater choice of suitable candidates.

It should be noted that all the values presented regarding complexity and

suitability are notional, relative and to an unknown extent, dependant on the

nature of their locality.

It is recommended that when considering whether to engage in markets for

slivers of time, employers should use the approach described in Fig. 13. to

assess whether the work they require to be completed is suitable for listing on

slivers markets. This may inform the decision to list on the market, or a decision

to break a role down in to smaller components to be listed as slivers.

It should also be noted that the research found that in geographic locales where

people are more likely to have have experienced casual work, slivers markets

are more likely to be successful. This is based on the premise that pay

expectations in such a group would be lower and that openness to the idea of

using online casual labour market is greater.

Put simply, the supply of lower price casual labour is greater in sliver markets

where casual work is already popular. Of course this theory relies on different

geographic areas having varying levels of experience of casual work.

This dissertation failed to address the following problems and as such, they are

recommended for future research:

▪ The issue of whether certain demographics have differing attitudes to

casual work and slivers of time.

▪ To what extent the success of slivers of time markets are or will be

affected by government plans to use them as part of its strategy for

welfare reform in the UK.

▪ The ethical dimension of this field. In particular with regards to political

45

and economic motivations for the advent of flexible working.

▪ The possibility of customised 'slivers' markets designed within the

confines of certain industries or businesses, as opposed to certain

geographies.

▪ The extent to which regulation of casual work markets is necessary, or

desirable.

▪ How well slivers of time markets can translate from public to the private

sector.

▪ The extent to which experience of casual work varies between

geographic areas, and whether these differences will influence how

buyers need to conduct themselves in slivers markets.

▪ How much time and money buyers are prepared to lose in the search for

improved productivity, flexibility and a reduction in the cost of the search.

Word count: 11287

46

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51

Appendix 1: Primary research questions

Survey on the subject of casual work

Anyone completing this survey will be entered into a draw for a prize of £15 to

be drawn on 1st June 2011. The winner will be informed by email. This survey is

part of academic research being carried out by Thomas Galley as part of the BA

(Hons) Business course. None of the data will be passed on to a 3rd party.

• Age [ ] (Years)

• Sex

[ ] Male

[ ] Female

• Annual income level

Includes salary, benefits, pensions, student loans etc

[ ] less than £5000

[ ] £5000 - £9999

[ ] £10,000 - £14,999

[ ] £15,000 - £19,999

[ ] £20,000 - £24, 999

[ ] £25,000 - £29,999

[ ] £30,000 or more

• Employment status

[ ] Working full time

[ ] Working part time

[ ] Self employed

[ ] Student (working)

[ ] Student (not working)

52

[ ] Retired

[ ] Unemployed

[ ] Other

• Have you ever done casual work?

For the sake of this survey, casual work is defined as very short-term

work, for a short period of time, not with your usual employer.

[ ] Yes

[ ] No

• How likely would you be to consider getting casual work in the next 12

months?

Select one

[ ] Very likely

[ ] Likely

[ ] Unsure

[ ] Unlikely

[ ] Very unlikely

• How much would you expect to get paid for casual work?

For example: If your current hourly rate is £7 per hour, how much would

you expect to be paid for one hour of casual work?

[ ] More than your usual income

[ ] The same as your usual income

[ ] Less than your usual income

Please read the following statement:

53

'Imagine a website where you could easily list the availability of your time, your

skills and wage demands. Employers would browse through looking for

someone suitable for a short task or job. Employers contact you, and you

decide on whether to take the offer of work online.'

• Would such a website increase the likelihood that you would consider

casual work?

Select one

[ ] Very much so

[ ] Possibly

[ ] Unsure

[ ] Probably not

[ ] Definitely not

Thankyou for your time...

Just one last thing.

email [ ]

Please enter your email address. Your address will not be passed on. You will

only be contacted in the event that you have won the prize.

54

Appendix 2: Interview summaries

The following are summary transcripts of the interviews. Within each interview

summary the research interviewer is denoted by 'R:' and the interviewees

responses are denoted by 'I:'.

Interview summary 1 - Manager of a small family run pawnbrokers business.

R: Hi, what kind of business are you in?

I: I run a small pawnbrokers. It's a family fun business with a few

employees. We give loans on peoples property and buy and sell items. We sell

through the shop and online.

R: Do you ever use casual workers or free lancers?

I: We don't really ever need anyone like that to be honest. Most things can

be carried out by someone who works there. Even small maintenance tasks.

We would rather do jobs ourselves than pay for someone else to do it.

R: So, are there any jobs that you would rather get someone to do?

I: Not really, I can't think of anything. I mean you mentioned earlier about

web design or advertising or something like that. It just isn't worth the hassle of

paying someone else to do the job when you know you would be better off

doing it yourself.

R: [Describes slivers, shows images etc]

R: Had you already heard of the system?

I: No. Not not at all.

R: What do you think of the system?

55

I: It looks interesting. I can imagine it could be more useful to a bigger

business than ours. Maybe for simple high-volume tasks or a one-off thing.

Anything too complicated might not suit it. I'm just thinking about standards and

quality. If you hire someone and they know they’re not going to have to see you

tomorrow then they might not put the same effort in as someone who is in

everyday.

I guess it might be a way for business to save money. Outsourcing really. You

are reliant on the people with the right skills and attitude being available though.

At the moment unemployment is so high that people are screaming out for jobs

so it might not be a problem. Realistically though – who is going to want to work

such short hours?

R: Well you could speculate. What about mothers, students, pensioners, or

the unemployed? Not your full time workers basically. Do you think they are an

untapped resource?

I: I don't think this will help there. The system would need to change. At the

end of the day if you're on benefits or jobseeker allowance you aren't going to

risk losing them by working. Especially if the work isn't regular and secure.

Potentially this might put full time workers jobs at risk too. Cheap labour with no

commitment to training etc.

R: Regarding your earlier point about standards – employers can give

feedback, rate workers etc.

I: Yes. I noticed that. They still aren't tied to the business in the same way a

normal employee is. I suppose they might lose some of they're rating if they do

a bad job, but as an employer you don't really want to have to worry about that.

You just want the job done properly.

The other thing is the ratings themselves. We use Amazon and occasionally

eBay to sell some items. We've noticed problems with the ratings and what

56

customers think they are for. I had one bad review of our service on Amazon

from a customer who just didn't like the DVD he had chosen. We delivered it

quickly and the product was as described which was what he should have

judged us on.

That can affect our whole business. Ratings are a measure of your reputation

online.

What if you turn up to do a job on this slivers thing and for whatever reason you

get a bad rating? Will you feel obligated to do more work to up the rating. I'm

not sure how it would work but the system could be open to abuse from both

sides.

R: Thanks for your time.

Interview summary 2 - Sole trader specialising in landscape gardening.

R: Hi, what kind of business are you in?

I: I own a small landscape gardening business. Usually it is just me and 2

employees. Typically we work maintaining peoples gardens or planning and

putting in new features.

R: Tell me about the staff. How do you recruit? Are they permanent?

I: Most of the time we have 2 full time workers. Turnover can be quite high.

Our employees are on quite flexible contracts that allow us to cut down their

hours when there is less work. Usually one stays for longer whereas the the

second worker changes quite often. The industry, you know construction

workers, labourers etc can be quite transient. We like to have that flexibility to

let people go when work is slow, and it is kind of expected that people move

from job to job. Depending on where the work is.

57

We recruit usually through a combination of local press and word-of-mouth.

Word-of-mouth of mouth is probably the most important. I need a reference

from someone whose opinion I respect generally as standards are so important.

Not just about their standard of work, but also their personality. We are working

in peoples homes so it is important that they conduct themselves appropriately

as that reflects on my business.

R: Do you ever use casual or short-term labour?

I: Yes. We have done in the past. It is generally quite easy to come by.

Again, through a recommendation usually. The work we reserve for casual

workers is generally a lot lower-skilled. Basically because their loyalty only goes

as far as the task they are getting paid for. I'm not saying that’s a bad thing. It

means both sides can get what they want out of it. It's all about flexibility in the

end. Plus they are getting paid less than our full-time guys so it's not

appropriate to get them doing some tasks.

R: Why is that?

I: Well our full-time workers or occasionally contractors fill that role. Really

that is where our business can compete on. Skill and the completed job being of

a good standard. If we were to rely on casual staff for that it would be more

risky. You haven't really got any way of finding out if they have the skills they

say they have. When you are hiring someone properly can afford to put more

time into finding this kind of info out.

R: [Shows I images from the slivers site and gives a brief explanation]

R: So, what do you think?

I: Yes. It is interesting. I like the idea of the star rating. It's a bit like ebay,

but I think I would need more information. A star rating doesn't give much detail

does it. I think the system (from an employers point of view) will succeed or fail

58

due to the ratings. The quality of the worker needs to really be reflected in the

information on the website before you book them.

R: You mentioned ebay, what do you think of that?

I: I've used it a few times and I've noticed it is hard to give negative

feedback. It's good that you can look at what other people have said before you

commit to buy. That's what this slivers system needs really. If people take it

seriously they could work really hard to try and improve their rating, and that

would be a god thing. The thing is with our work, it is worse to have someone

useless on site than have no-one.

R: What about pay? Does this system affect that?

I: Well ours is a low paid industry. Personally I try to pay a little bit more

than the going rate. It is worth it to secure good people. I think it helps with staff

retention and it is good practice. As for casual employees; if you want flexibility

in your work you should expect a lower rate of pay. I don't think this system will

change that.

R: What about the ratings and pay?

I: I think you are always going to go for someone with a higher rating. Say if

someone is £1/hour cheaper but they have a lower rating. You're saving less

than £10 a day. For that kind of difference it is really not worth trying to save

money and possibly lose out on the quality of the work.

I also think I would like to see ratings about 'attitude to customers'. For me I

want workers who are good with people. In this industry you can get people who

are rude or use bad language, that kind of thing. If someone has a good rating

from other businesses that don't have these values the rating itself is

undermined.

Also, I'm not sure if the agencies that run this system take a cut. Usually

59

agencies charge commission. I wouldn't be happy if this put the cost up too

much.

R: But does the slivers system make your accounting more simple?

I: Yes. That is true. However the issue the industry has had with cash

payments and tax avoidance has been sorted out with the CSCS scheme. It is

easier now anyway.

This would be more simple though. You just have to deal with the slivers system

rather than a lot of different details when you use PAYE.

R: Thanks for your time.

Interview summary 3 - Sole trader operating as a freelance draughtsman.

R: Hi, what kind of business are you in?

I: I'm a self employed draughtsman. I’m a sole trader. I do a lot of CAD

[computer aided design] work for various companies. Mostly technical drawings

and bits and bobs for construction companies. I don't have any employees. It's

better that way because I can control how much work I take on to suit my

lifestyle.

R: Where do you get the work from?

I: Mostly through word of mouth. I have been employed on a permanent

basis by a couple of businesses in the past. You know, as in a full-time role.

Having been made redundant I still get a lot of work on a freelance basis from

my old bosses and colleagues that have moved on.

I also target new business by sending out CVs to businesses that I know I could

do work for. I get some of my work this way but most of the work comes from

60

contacts I already know. It is important to keep up relationships if you want the

work.

R: [Shows I images from the slivers site and gives a brief explanation]

R: What do you think of the system?

I: Yeah, it seems good. I have a couple of concerns though. You said that

the tax for the work is calculated and paid through the system. Obviously I am a

sole trader so I have to fill in tax returns and keep accounts. The accountant

who helps me prepare accounts works out my tax for me. I am not sure how this

would work. If I got work through slivers would it conflict with my own business. I

think it would go on the tax return as 'other paid tax earnings' but I would need

to know.

The other concern I would have is about the quoting and invoicing, that kind of

thing. If you got work through this system you would lose control over all that. I

like to set my own terms and conditions. Really that is the main advantage with

being self-employed.

One more thing actually too. I tend to quote for my work for the job rather than

the amount of time it takes. I am not sure if you could do this using the system.

It seems to be all about time.

R: Is there anything that would make you stop worrying about your concerns

on slivers?

I: Obviously, if I signed up to the website and got a substantial amount of

regular work through using it I might be happier about the situation. I think there

might be a problem when you start using it. I guess you wouldn't have a star

rating at all. This doesn't really reflect the reputation I have worked to gain with

my customers. I wouldn't be happy about having to go through that whole

process of building reputation with customers all over again without some sort

of guarantee that it might result in more work. Maybe their should be a way for

61

you to get references from existing customers or employers on to the site.

R: Have you ever used anything similar to the slivers system outside of

work?

I: I suppose I've bought things online before. Especially sites like Amazon

or eBay. They are always good. Never had any problems with them. They both

have ratings systems similar to the star rating on the slivers site. At the end of

the day it seems to be about allowing individuals to sell things themselves.

Whether it be books, CD's or their free time.

R: What do you think about ratings?

I: They can be good. I suppose when you have more ratings they are going

to be more accurate. I think its better to have a rating than not. If you're buying it

can help you come to a decision.

R: How would you feel about having a rating?

I: Like I said before it could be hard work at the start. For me its more

important to have a relationship. You can prove you have the capability to do a

job in an interview or just with a conversation. A simple rating does not really

give enough information. It might not be accurate either. What if you did the job

perfectly, but the client just didn't get on with you. Maybe there is a bit of a

personality clash. They could give you a bad rating and it wouldn't reflect your

work. I think if you have a rating it has to be really tightly defined. It should

measure things like: quality of work, knowledge, reliability and timeliness.

R: Thanks for your time.

Interview summary 4 - Long term unemployed job seeker.

R: Hi, what kind of business are you in?

62

I: I am unemployed. I have been unemployed for over a year now. In the

past I've had full-time jobs. I've done quite a bit of bar work, that kind of thing. I

don't really have a particular leaning towards it though. I would do most types of

work.

R: How do you usually find work?

I: I look for work in the job centre, on the direct.gov website and in The

Evening Post. To be honest I don't have much luck finding jobs this way.

R: What was the last job you had?

I: It was doing door-to-door selling. I was selling stuff in the bettaware

catalogues. I'd take orders and deliver the stuff to people when it arrived. It was

a job but it wasn't paid hourly. It's all just commission based so it can be hard to

make much money. On the other hand it was easy enough to do. I only worked

two hours a day/five days a week.

R: [Shows I images from the slivers site and gives a brief explanation]

R: What do you think?

I: Looks good. I think I could definitely use it. In between full-time jobs I

could supplement my income by doing little jobs on the site. I don't think it would

affect my jobseekers claim because you can do a little bit of work and still claim

the full amount. To be honest it could be a 'foot in the door' too. You know, if I do

a good job, maybe I could get more work or even a full-time position.

R: You don't see it as a replacement for a full-time job then?

I: No. I still want a full-time job in the end. This could be handy though. The

problem is its not regular work on the site. One week you might not get anything

at all. You couldn't make any plans around it and people need to be secure if

63

they have rent and bills to pay. I've moved back home since I've been

unemployed so I don't have a lot of commitments at the moment, but that

doesn't make me any less motivated to get a proper job. Casual work like this

isn't a long term solution for unemployed people at all.

R: What do you think about the rating system?

I: I'd be happy to get rated. You are going to want to get more work if you

sign up to this so you're going to try and work hard, improve that rating. I don't

see a problem with this. Maybe if you have problems getting references it could

help you to get work too.

R: Thanks for your time.

Interview summary 5 - Sole trader specialising in landscape gardening.

R: What kind of business are you in?

I: I am a specialist water gardener. I undertake all the stages of creating

water features, from design to installation. The jobs include anything from

indoor installations, to small garden features and larger fountains and show

pieces. I also carry out maintenance contracts. Keeping peoples water features

in good working order on an ongoing basis.

R: Who works for the business?

I: I operate as a sole trader. Although my wife helps with some of the admin

work, and takes phone calls sometimes when I'm busy on site. I also use some

sub-contractors if I need help with, for example: some of the trickier electrical

work or getting a digger in.

R: Have you ever considered getting someone in to help? Another

64

employee?

I: I would consider it. I have had people in the past do work for me. I can't

take anyone on full time though. Its the seasonal nature of the work mainly.

Through December – February I would have to let them go. Out of fairness I

couldn't hire someone full time and then tell them they've lost their job when it

gets to December.

Another reason is the extra administration it would require. In terms of tax, extra

liability insurance and health and safety.

R: [Describes slivers, shows images etc.]

R: What do you think of slivers?

I: I think it looks good. It could solve my problems really. I think I would try

it, and if the experience was good I might be tempted to use it more. I think I

would like to know more about the reviews and ratings. They need to be spot on

really. For my work I need someone who is physically fit with a good amount of

common sense. I don't know if you can rate these type of attributes on the site,

but that is certainly the kind of thing I would look for.

As well as being used to the work, they will have to have certain equipment.

Their own set of steel toe-cap boots for example. The people who get the work

will be the ones who can turn up and do the job. No problems. I can afford to

waste a days pay on someone who isn't perfect, but I can't afford to delay

completion of a project by a day because someone isn't prepared for the work.

R: How would you feel about not meeting or interviewing the worker before

they arrive?

I: It's not necessarily a bad thing. In my previous career we used to use an

agency for temp staff. It's a trade off that you make for a reduced commitment

and more flexible workforce.

65

R: Do you ever have temp workers work for you?

I: Yes. I have one. He is a student so for the last couple of years he has

been free to help me during the summer, which is my busiest time. He had

basically done some work labouring for a builder I know, I needed someone and

he came with a recommendation. Our relationship is very good because he is

happy to do as much or as little work as I need him for. Its all extra money for

him while he’s studying I suppose.

It's better than using agencies. Often, when you use them, they send you

someone different every time. With this system I could keep an eye out for

people who did work for me before and maybe use them again. Really it puts

the choice in my hands. You don't have to trust the person at the agency to

make the right decision for you.

R: What do you think about pay?

I: I am happy to pay the going rate for the industry. It would depend on how

the pay scales on the site compared to that really. Really I think I would go for

the middle ratings. At least that way, if I think they do well I can give them a

good rating and there is some manoeuvre for them to improve their pay if they

do a really good job.

I think it is a good idea for people to have pay based on ratings. Its a good

incentive and it means that people will value their ratings. It looks far more

reliable than one reference on a CV. The more ratings a person gets, the more

likely that their average rating is likely to be accurate.

R: Can you foresee any problems with the site?

I: Yes. I think the possibility is there for people to stop using the site once

they have swapped contact details. Really it depends on how useful the site is,

and what kind of commission the agency might charge. The way to avoid a kind

66

of black market happening is to make the site so easy to use that organising

casual labour off line seems like too much hassle.

R: Thanks for your time.

Interview summary 6 - General Manager of a bar.

R: Hi, what kind of business are you in?

I: I am the General Manager of a Vodka bar. The bar I run is part of a

national chain. We do food as well as drink. Cocktails, that kind of thing. We

also put on entertainment mainly at the weekend. DJ's, that kind of thing.

R: Tell me about your staff?

I: We employ over 50 staff directly at any one time. We have a lot of part

timers and students. The kitchen staff are mostly full time, and there are some

others who also work full time. Nobody has set hours because things are

always changing. You need to have flexibility to work here, and be OK with

working some very unsociable hours.

R: Do you ever use casual workers or temporary staff?

I: No. I have done before and its a bit of a minefield. You either get

amazing workers and pay through the nose for them, or risk getting someone

awful. Plus, in this industry it is quite easy to get someone to help you out. My

staff have friends who might be looking for a job, so I can get them in if we're

caught short for staff. The thing is they already know everyone so its easier to

get them started, and they generally want to put the effort in because their

friend got them the job. Occasionally it results in them working here on a more

permanent basis. Casual workers from any other source pose too much of a

risk. They aren't likely to stay with us very long and our reputation with

customers is too important to be damaged by staff who can leave whenever

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they want.

R: So, do you recruit people through this route a lot?

I: Well, no. We still recruit through traditional methods mostly. I get

hundreds of CV's handed in and we take applications online. We can pick and

choose the best people.

R: [Describes slivers, shows images etc]

R: What do you think of slivers?

I: I'm not sure. It does look interesting. Looks like it could be useful to some

businesses. Probably not ours though. I think if we were going to use it, it would

be in a similar manner to Tesco. We could use it at Christmas for example to

sort out the overtime, because it is so much busier over that period. It might

make the process of sorting all that a lot quicker and easier.

R: Why wouldn't you open it up to the public?

I: Really because you don't know what you're getting. Fair enough

someone might have a really good rating but that isn't necessarily important

compared to the feel that you get for someone when you meet them. This

industry is a lot about first impressions. We can train anyone to make drinks but

the best bar staff have that natural charisma.

The other thing is the legal training we have to do with all our staff. They have to

know about under-age drinking, drunken behaviour, drugs and violence. We do

a lot of training with them before we let them loose on customers. Even if a

temp worker came in with experience working in other bars we would still have

to do the training with them, and get them signed off. If you are getting someone

in to work one shift and you have to go through all that then its more trouble

than its worth. It would cost too much to do.

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R: What about any other work?

I: Yes. There are other jobs. Glass collecting, fliering, cleaners etc that kind

of thing that are less skilled. Maybe we could use slivers to fill these jobs

occasionally. The thing is that these days there is high competition even for

those jobs. When we hire staff we are looking for someone we can train and

who wants to stay and improve. The system doesn't really fit in with how we

look at staff.

R: Thanks for your time.

Interview summary 7 - Primary school teacher.

R: What kind of business are you in?

I: I am a teacher. I teach a class in a primary school. They are young kids:

5 and 6 year olds. My work consists of planning and carrying out lessons to

progress the kids and managing the staff who work alongside me in the

classroom.

R: Do you ever engage in short-term or casual work?

I: Not especially. Mostly the job is permanent and I work at the same

school all the time, although I have worked as a supply teacher before. We do

some tutoring for the kids on a casual basis at school, its funded through a

separate budget and I'm paid for it on top of my salary. I guess that could be

considered casual work, although its not like tutoring on a private basis.

R: How does that differ?

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I: Well I know some teachers that do tutoring, and it has nothing to do with

a school. It happens when parents want to pay for their kids to have extra help.

As a teacher if you have experience and the right background checks you can

advertise your services for tutoring and it can be a nice bit of income. Even if

you haven't got a full time job as a teacher you can earn money doing this. Part

time or retired teachers tend to do it more in my experience. I have considered

doing some private tutoring in the past to supplement my pay. May be I will start

one day.

R: Do you have casual workers at the school?

I: Pretty much everyone is on a permanent contract. Occasionally we use

supply teachers. We also have some parents who come in and read with the

children. It is tricky with schools. You can't really just pull someone off the street

to do work. They have to have a criminal record check and you would want to

check they were suitable for the job. This is why teaching interviews are so

intensive and long.

R: [Describes slivers, shows images etc].

R: What do you think of the system?

I: I think it looks good. It looks simple to use. Everyone is used to doing

things online. I don't see why people shouldn't be able to sell bits of their time

online too.

R: Do you think you could use it?

I: I'm not sure. Really it is exactly the kind of thing that could help me to get

some personal tutoring. I could advertise my time on their and parents could

sign me up to tutor their children. Especially because it is local. The only thing

with that is that when you start a programme of tutoring you need to have a

meeting, discuss what everyone needs to get out of it. What kind of support the

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child needs. The parents also might want to meet a few different tutors before

deciding on one.

R: So, what would your concerns be?

I: Well, how do you do all that with this system? You can't just pay for an

hour of teaching and expect results. That’s not what it's about. Parents wouldn't

do it either. They would have to have a lot more information about the person

before meeting them. Let alone letting them teach their child.

R: Obviously you would have reservations about using this system. Do you

think other teachers might use it to get work?

I: Yes. I think some would. The problem there is that it would make them

money if they got a lot of work out of it but it is not necessarily the right thing to

do. Every child in the country has access to free education and it is generally of

a good standard. If you don't approach tutoring properly it can put a lot of

pressure on children and might to more harm than good. My worry would be

that the less professional teachers, maybe the ones that for some reason have

left the profession or aren't able to get a proper permanent job would end up

selling their time on this site. That would be bad for the profession.

R: Why?

I: Because you cant just spend money and get a unit of education. That is

not how it works. I think this system doesn't suit teaching because it would be

like trying to put a price on something you can't really measure.

R: What do you think of the rating system?

I: It's good but the star rating system seems a bit basic. You have to have

feedback I suppose, but there is a lot more information that should be on there.

This needs to be checked to buy someone who knows what they are looking at.

Things like qualifications and CRB checks. A good reference will always work

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better for this kind of thing. A reference from someone you know and trust is

worth a lot more than an anonymous star rating on a website.

R: Thanks for your time.

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