In this study, we develop a conceptual model of the relationship between job insecurity and job performance, which is mediated by affective organizational commitment and moderated via perceived organizational support in a Chilean company that has undergone downsizing. In this cross-sectional study, we focused on 400 Chilean employees from the retail sector. Our findings indicate that job insecurity negatively influences job performance, which is a relationship that is partially mediated by effective organizational commitment. Moreover, a high level of perceived organizational support helped intensify the effects of the relationship between job insecurity and affective organizational commitment. To minimize the negative effects of job insecurity on the active employees of a downsizing strategy, an effective intervention is required by developing a more realistic communication in terms of a worker's expectations toward the organization.
Purpose The purpose of this paper is to examine the weekly effects of job insecurity on employee voice and silence. Specifically, the authors argue that because employment fulfils important needs, employees’ needs are less fulfilled when they feel that their job is at risk (i.e. high job insecurity). Consequently, the authors argue that employees engage in less voice and more silence because when employees’ needs are not fulfilled, they are less committed to the organization and/or protect their personal resources. Design/methodology/approach The authors tested their hypotheses in a five-week long diary study among 97 employees. Findings The authors found that employees reported lower need fulfilment in those weeks and the week after job insecurity was higher, which, in turn, decreased employee voice and increased employee silence in those weeks and the week after. Research limitations/implications The study shows that feelings about one’s job insecurity fluctuate from week to week and that the weekly negative effects associated with increased job insecurity can be explained from a needs fulfilment perspective. The study also highlights the importance of studying voice and silence simultaneously. Practical implications Managers could indirectly increase employees’ voice and decrease employees’ silence by reducing feelings of job insecurity to increase employees’ feelings of predictability of and control over their future. Originality/value The authors studied short-term effects of job insecurity on both employee voice and silence, and examined need fulfilment as an underlying mechanism to explain the effects of job insecurity.
Using social exchange theory as the foundation, this research examines the consequences of qualitative job insecurity on voice behavior, considering the indirect effect of affective organizational commitment. The hypotheses raised are tested using data drawn from a sample of 137 employees of a retailer in Chile at three time points. Workers with high qualitative job insecurity reported lower affective organizational commitment, which in turn decreased their voice behavior. Organizational leaders could encourage employee voice behaviors by reducing their perceptions of qualitative job insecurity and increasing their affective organizational commitment.
The current study investigated employees' weekly responses to experienced job insecurity. Based on appraisal theory, it was postulated that employees may adopt three coping strategies in response to job insecurity (i.e., remaining silent, adapting, or being proactive) in order to maintain or improve their weekly well-being. We introduced a multilevel moderated mediation model, explaining how weekly job insecurity would be related to well-being in the following weeks through these three behaviors. We also expected that subordinate emotional regulation and supervisor prosocial motivation (both defined as trait variables) would function as contextual factors moderating the relationships of job insecurity with employee behavior and well-being. A 5-week diary study of 149 subordinates partially supported the model. The results showed longitudinal conditional indirect effects of job insecurity on subordinate well-being depending on subordinate emotional regulation style and supervisor prosocial motivation. In doing so, the study offers two main contributions to the job insecurity literature. First, employees are not passive responders to perceived job insecurity, but active shapers through coping depending on the context. Subordinates' emotional regulation strategy and supervisors' prosocial motivation, as trait variables, impact on how subordinates respond to perceived job insecurity over weeks. From a practical point of view, the dynamic nature of perceived job insecurity suggests implications for interventions to maintain subordinates' well-being.
The purpose of this article is to understand the experience of workers’ perceptions of job insecurity and its relation to performance. To this end, we conducted semi-structured interviews with 38 workers in the retail, services, education, financial, construction, and pharmaceutical industries in Chile. Using content analysis based on workers’ accounts of their own experience, we identified two main categories: (a) the experience of job insecurity viewed in relation to the context of the COVID-19 pandemic and emotional aspects of job insecurity, and (b) the relation between job insecurity and performance. The possibility of job loss expresses itself in experiences and emotions that are related to the performance of workers in different ways. These findings are discussed in terms of stress theory and the motivation to preserve jobs.
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