Outsourcing of jobs to contract workers who work alongside a client's employees has changed the human resource landscape of many organizations. In this study we examine how a contract worker's perceived employment status similarity to the client's own standard employees influences his/her affective commitment to both the client and the employer and ultimately intent to quit the employer. Using a sample of 623 contract workers, we found strong support for our hypotheses. In particular, findings indicate an important role for perceived employment status at the client organization in driving contract worker's attitudes and that contract workers consider both the client and the employer when making decisions to leave the employer. Implications for managing contractor relationships are discussed. (Contains 1 table and 1 figure.)