COVID-19-related job insecurity and employees’ behavioral outcomes: mediating role of emotional exhaustion and moderating role of symmetrical internal communication

Tsai

2022

IJCHM

Purpose Given that the recovery of the hospitality industry is hampered by worker shortages resulting from the loss of talents during the ongoing pandemic, the purpose of this study is to examine how professional identity affects hospitality employees’ psychological responses to the COVID-19 crisis and their intentions to leave the industry. Design/methodology/approach This study sample consisted of 1,188 US hospitality employees. The cross-sectional data were analyzed using partial least square structural equation modeling, analysis of variance and multigroup analysis. Findings A double-barreled effect of professional identity on career change intention was identified. Hospitality employees possessing a stronger professional identity were found to be more passionate and satisfied with their careers and less likely to switch to other industries. However, these individuals also feel more distressed by the pandemic crisis, which is associated with a heightened level of career change intentions. Research limitations/implications The findings of this study confirm the importance of identity building as a means of sustaining the hospitality workforce. As nascent professionals possess a weaker identity and stronger intention to leave the industry, immediate attention should be paid to these individuals. Originality/value This study expands the knowledge surrounding the influences of hospitality professional identity as it exerts a double-barreled effect on career change intention. Further insights regarding how hospitality employees at various career stages respond differently to the COVID-19 crisis are uncovered by examining the moderating effects of industry experience.

Section: Literature Reviewmentioning

confidence: 99%

Professional identity, passion and career change during the pandemic: comparing nascent and experienced hospitality professionals

Tsai

2022

IJCHM

“…Employee withdrawal behavior is the extension and development of withdrawal behavior in the area of organizational management. It refers to a series of covert and retaliatory passive behaviors done intentionally by employees to avoid job task, keep away from the organization, and weaken their connection with colleagues when they perceive a repulsive situation in the organization ( Sliter et al, 2012 ; Khan et al, 2022 ). Employee withdrawal behavior starts with occasional daydreams, gradually evolves into lateness, absence, and turnover intention ( Lehman and Simpson, 1992 ; Shaukat and Khurshid, 2021 ).…”

Section: Theory and Hypothesesmentioning

confidence: 99%

Electronic communication during nonwork time and withdrawal behavior: An analysis of employee cognition-emotion-behavior framework from Chinese cultural context

Liao

Li²,

Yin³

et al. 2022

Front. Psychol.

Although a large number of literatures have explored the relationship between electronic communication during nonwork time and individual perception and behavior under the Western culture background, we still have some limitations on this topic under the cultural background of collectivism, dedication and “Guanxi” in China. Different from Western organizations, Chinese employees tend to put work first and are more inclusive of handling work tasks during nonwork time. This type of communication during nonwork time can significantly affect employees’ cognition, emotion and behavior. From the perspective of Job Demands-Resources theory, this study constructs a double-edged (U-shaped) model between electronic communication during nonwork time and employee withdrawal behavior. Sample data were collected from 516 employees with clear working time boundaries in China. The results indicate that electronic communication during nonwork time has a U-shaped effect on employee withdrawal behavior and an inverted U-shaped effect on employee’s cognition, namely job engagement. Job engagement plays a mediating role between them. Moreover, regulatory emotional self-efficacy has a moderating effect on the relationship between electronic communication during nonwork time and job engagement. These findings not only provide theoretical and practical implications for managers and employees on how to reduce withdrawal behaviors, but also advance our understanding of electronic communication during nonwork time in Chinese cultural context.

Problems and Perspectives in Management

“…Section D presents the perceived job insecurity scale. This paper used the survey on COVID-19related job insecurity from Khan et al (2022). It comprises 4 items and 5-Likert-type response sets and an initial reliability coefficient of 0.86.…”

Section: Job Insecurity and Organizational Performancementioning

confidence: 99%

Organizational performance in the post-COVID-19 era: The predictors’ impacts

Adekanmbi

Ukpere

2022

This paper assesses the impacts of teleworking, perceived technostress, and job insecurity on the organizational performance (OP) of Nigeria’s business organizations in the post-COVID-19 era. The sample was obtained from 10 business organizations in the Oyo and Lagos States of Nigeria. This investigation espoused a cross-sectional scientific study involving surveys. In the current investigation, survey forms were randomly distributed among 300 employees. Of the 300 surveys floated, 277 were fitting for scrutiny and analyzed using Statistical Packages for Social Sciences (SPSS version 28). The current study established a positive impact of teleworking on organizational performance. Besides, it showed a substantial negative impact of technostress on organizational performance. It further noted that perceived job insecurity negatively affects organizational performance.Moreover, this study showed a significant joint strong influence of teleworking, technostress, and job insecurity on the organizational performance of Nigeria’s business organizations in the post-COVID-19 era. Thus, management should encourage the work practice that allows employees to work at the agreed location since findings indicated a substantial and positive influence of teleworking on organizational performance in the post-COVID-19 era. Besides, employers need to increase their workers’ capability for information technology-enabled creativeness to mitigate the negativity generated by technostress. Also, management should ensure that employees have access to information, constantly communicate, and participate in organizational processes to better overcome perceived insecurity and emotional distress. Furthermore, the information and communication must hint at the prospect and stability of post-COVID-19 services. Consequently, employees’ perceptions of organizational identification are promoted. AcknowledgmentWe acknowledge the Department of Industrial Psychology and People Management, College of Business and Economics, University of Johannesburg, under Professor Wilfred Isioma Ukpere, for funding this study and its publication.