Emotional Intelligence as a Moderator of Emotional and Behavioral Reactions to Job Insecurity

Jordan, Peter Jeffrey; Ashkanasy, Neal M.; Härtel, C. E. J.

doi:10.5465/amr.2002.7389905

Cited by 260 publications

(193 citation statements)

References 44 publications

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“…In the case of a company that has already downsized, it is therefore likely that many of the steps undertaken in a second downsizing episode will mirror those followed over the initial downsizing (Gilson et al, 2004). This will reduce ambiguity for the employee and will help workers adapt to downsizing, which usually implies a great deal of anxiety caused by uncertainty over the future and the actual or perceived threat of loss (Jordan et al, 2002;Paterson and Cary, 2002). If the underlying logic and goals of the downsizer have been made clear to its remaining employees in a previous downsizing episode, they will be more able to place their organisational role in relation to the 'end picture'.…”

Section: Regulatory Forces: Workforce Adjustment Costsmentioning

confidence: 99%

Institutional determinants of downsizing

Muñoz‐Bullón

Sánchez-Bueno

2013

Human Res Mgmt Journal

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This study analyses the institutional determinants of downsizing in an economy with a highly rigid labour market: Spain. Our focus is first placed on the impact that the system of severance payment has on downsizing adoption. In particular, we analyse whether the regulatory environment can explain variations in employers' downsizing use. In addition, we analyse how organisations imitate one another in implementing downsizing, presumably in a quest for legitimacy. The evidence provided indicates that low levels of severance payments incurred by downsizers in the past promotes downsizing in the present, but too high severance payments discourages downsizing. Therefore, firms in Spain are constrained by regulatory forces stemming from labour law. Our results also reflect the importance of rational myths in downsizing because companies imitate the decisions on downsizing widely used in their industry and, particularly, those adopted by industry leaders.

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Section: Regulatory Forces: Workforce Adjustment Costsmentioning

confidence: 99%

Institutional determinants of downsizing

Muñoz‐Bullón

Sánchez-Bueno

2013

Human Res Mgmt Journal

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“…For job insecurity it has also been demonstrated that it influences work attitudes and performance (Staufenbiel & König, 2010;Sverke et al, 2002). Although some strands of research have considered coping strategies in psychological terms such as cognitive reappraisal or selfblame (e.g., Jordan, Ashkanasy, & Hartel, 2002;Mantler, Matejicek, Matheson, & Anisman, 2005), little attention has been paid to the practical actions that individuals may take to reduce insecurity (Cheng, Mauno, & Lee, 2014;Kalleberg, 2009). We aim to fill this gap by examining one strategy that employees may adopt: participation in further training.…”

Section: Fors Switzerlandmentioning

confidence: 99%

Reducing Employment Insecurity

Lebert

Antal

2016

SAGE Open

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The perception of job insecurity is known to be a stressful condition for employees. Less is known about employment insecurity and the ways employees and their families deal with it. This study investigates whether participation in further training is a strategy that employees adopt to reduce perceived employment insecurity. As participation in further training is often costly and time-consuming, we assume that the family context is of importance for the decision to take part in further training. To take account of possible self-selection, we apply a propensity score matching procedure on longitudinal data from the Swiss Household Panel (2004)(2005)(2006)(2007)(2008)(2009)(2010)(2011)(2012)(2013). Three main findings can be emphasized: first, participation in further training is not a strategy adopted particularly by employees who perceive high employment insecurity as they are less likely to train than their secure counterparts. Second, even though further training is not a strategy that is actively adopted, employees who train subsequently report lower levels of perceived employment insecurity. Third, the family context indeed influences the likelihood to train: partnered employees are more likely to train and preschool-aged children act as a constraint on women's but enhance men's participation in further training. Yet, in the context of high perceived employment insecurity, children generally reduce their parents' likelihood to train as the parents may turn to other strategies that reduce perceived employment insecurity.

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“…The results achieved about workers are generally positive-EI helps workers to fight job-related stress (Jordan et al, 2002), increases the effectiveness of mentoring (Chun, Litzky, Sosik, Bechtold, & Godshalk, 2010), and is very effective on workers' performance (Lopes, Grewal, Kadis, Gall, & Salovey, 2006). The results about managers are also affirmative.…”

Section: The Significance Of Emotional and Spiritual Intelligencementioning

confidence: 99%

A Research on the Relationship between Top Managers’ Intelligence and Their Ideas about Business Process Reengineering: Consideration of Emotionality and Spirituality

Ayranci¹,

Ayrancı²

2015

IBR

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With its dramatic boosts to effectiveness and efficiency, Business Process Reengineering (BPR) is a crucial tool for business success, thus countless businesses in various industries are inspired to get its benefits. Though these benefits are heavily related to technical matters such as cost, speed and quality; there is also a human side associated with BPR. This study is interested in an odd dimension of this human side: top managers' emotional and spiritual intelligence. More precisely, top managers' emotional and spiritual intelligences are believed to be related with their ideas about the targets and critical success factors of BPR. This study not only scrutinizes this belief, but also fills in a great gap as the literature does not offer a similar research. The operationalization stage of the study includes data from top managers of businesses in İkitelli Organized Industrial Zone (OIZ) and the findings clearly point out that top managers' spiritual intelligence is strongly and positively related with their ideas about BPR whereas there is no connection between their emotional capabilities and their mentioned ideas.

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Emotional Intelligence as a Moderator of Emotional and Behavioral Reactions to Job Insecurity

Cited by 260 publications

References 44 publications

Institutional determinants of downsizing

Institutional determinants of downsizing

Reducing Employment Insecurity

A Research on the Relationship between Top Managers’ Intelligence and Their Ideas about Business Process Reengineering: Consideration of Emotionality and Spirituality

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