Job insecurity research has focused primarily on attitudinal (e.g., job satisfaction), behavioral (e.g., employee turnover), and health outcomes. Moreover, research in the area of workplace safety has largely focused on ergonomic factors and personnel selection and training as primary antecedents of safety. Two cross-sectional structural equational modeling analyses and 1 longitudinal regression analysis of 237 food-processing plant employees unite these 2 disparate areas of research by exploring the relatively uncharted relationship between job insecurity and safety outcomes. Results indicate that employees who report high perceptions of job insecurity exhibit decreased safety motivation and compliance, which in turn are related to higher levels of workplace injuries and accidents.

Participants were led to expect either cooperation or conflict, and then performed K. Duncker's (1945) functional-fixedness task (Experiment 1) or E. Rosen's (1975) categorization task (Experiment 2). Those who expected cooperation, compared with those who expected conflict, were more likely to solve Duncker's task and used categories more inclusively, that is, rated low-prototypic exemplars of a category as better members of the category. In Experiment 3, the direct experience of cooperation and conflict had the same effect on categorization. In Experiment 4, participants were classified as having cooperative, competitive, or individualistic social values, and were led to expect either cooperation, conflict, or neither in a control. In the control, cooperators used categories more inclusively than competitors or individualists. Competitors used categories least inclusively in me conflict condition; in the cooperation condition, they used categories most inclusively. These results are interpreted in terms of the possible mediating role of cognitive organization in individual and intergroup conflict resolution.Successful conflict resolution often requires that the disputants develop novel alternatives, consider new perspectives, and entertain a fresh outlook on the issues. However, conflict situations can affect motivations, cognitions, and behavior in a way that reduces the likelihood of mutually acceptable agreement (Deutsch, 1969(Deutsch, , 1994Pruitt, 1981;Pruitt & Rubin, 1986). Conflict can produce an aversive drive-like arousal state (Steigleder, Weiss, Balling, Wenninger, & Lombardo, 1980), and it can elicit a counter-empathy response, where a smile on an opponent's face elicits a grimace and vice versa (Lanzetta & Englis, 1989). In conflict resolution, it is a challenge to mediators and other intervenors to foster creativity and exchanges of information in an effort to help disputants develop integrative, win-win agreements.There is indirect evidence that social conflict can produce rigid thinking, which entails restricted judgment, reduced complexity, and an inability to consider alternative perspectives

Workers bear a heavy share of the burden of how countries contend with COVID-19; they face numerous serious threats to their occupational health ranging from those associated with direct exposure to the virus to those reflecting the conflicts between work and family demands. Ten experts were invited to comment on occupational health issues unique to their areas of expertise. The topics include work-family issues, occupational health issues faced by emergency medical personnel, the transition to telework, discrimination against Asian-Americans, work stressors, presenteeism, the need for supportive supervision, safety concerns, economic stressors, and reminders of death at work. Their comments describe the nature of the occupational health concerns created by COVID-19 and discuss both unanswered research questions and recommendations to help organizations reduce the impacts of COVID-19 on workers.

This study describes the development and validation of two scales measuring job security: the Job Security Index (JSI), measuring an individual's cognitive appraisal of the future of his or her job with respect to the perceived level of stability and continuance of that job, and the Job Security Satisfaction (JSS) scale, measuring employee satisfaction with a perceived level of job security. Item response theory and classical test theory analyses indicate that the scales are highly reliable and exhibit good discriminant and criterion‐related validity. Future researchers are advised to apply confirmatory factor analysis (CFA) to the scales to confirm their factor structures.

This research examines the effects of job insecurity on three outcomes: job attitudes (satisfaction), work behaviors (organizational citizenship behavior and deviant behavior), and negative emotions (anxiety, anger, and burnout). A total of 320 U. S. managers responded to a self-report electronic survey. Additionally, two independent referees have analyzed and rated a subset of the sample of managers' (N = 97) comments over an electronic discussion group about their job satisfaction, organizational citizenship behavior, and deviant behavior. Analyses of both sets of data show that job insecurity is negatively related to satisfaction and that job insecurity has both direct and indirect effects on work behaviors and emotions. We address these results in the context of growing pressures on business to improve efficiencies through human capital reductions bearing in mind the trade-offs that businesses must anticipate as employees respond to job insecurity in ways that are counterproductive to organizational purpose.