Employment Security as Moderator on the Effect of Job Security on Worker’s Job Satisfaction and Well Being

Omar, Fatimah; Noraishah, D; Nasir, Rohany; Khairuddin, Rozainee

doi:10.5539/ass.v8n9p50

Cited by 8 publications

(4 citation statements)

References 28 publications

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“…Moreover, job insecurity has direct bearing to poor quality work (Abanyam & Onimawo, 2020;Salladavre, Hlaimi, & Wolff, 2011;Fatimah, Norasisnan, Nasir & Khairuddin, 2012). Workers who are not sure of their future job and know that they could be layoff at ease usually develop fear and worry about the unknown.…”

Section: Job Security Practicesmentioning

confidence: 99%

“…Workers who are not sure of their future job and know that they could be layoff at ease usually develop fear and worry about the unknown. When people are having constant worry about their job, they cannot relax and settle into doing their best work (Fatimah et al 2012). Unsecured job could lead to sub-standard behaviour, poor performance, bad results or missed targets.…”

Section: Job Security Practicesmentioning

confidence: 99%

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Management of Welfare and Job-Security of Employees for Sustainability of Colleges of Education in Nigeria

Ibelegbu

Abanyam

Nwachukwu³

et al. 2023

GRHRM

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This investigation examined ways of improving management of welfare and security of human resources for sustainability of public colleges of education in South-East Nigeria. Two specific purposes and two null hypotheses were used to carry out the study. It adopted descriptive survey research design. The study involved a population of 486 senior administrators in the study area. All the 486 senior administrative officers were involved in the study; since it was of a manageable size there was no sampling in the study. A structured, 35-item questionnaire which was validated by three lecturers was used to collect data for the study. Cronbach Alpha reliability technique was used to ascertain the reliability of the instrument; and it yielded reliability coefficients of 0.76 and 0.84 respectively for the two clusters. Data collection was carried out with the help of seven research assistants. From 486 copies of the questionnaire administered, 462 copies representing 95.1% were correctly answered and returned. The collected data were analyzed with mean and analysis of variance (ANOVA) at 0.05 level of significance. From the data collected and analyzed, the study identified 16 ways of improving management of welfare and 19 ways of improving management job security of human resources for sustainability of public colleges of education in southeast Nigeria. The mean ratings of participants did not show any significant difference on ways of improving management of welfare and job security of human resources for sustainability of public colleges of education in southeast Nigeria. The study among others advanced that colleges of education’s management team should establish staff welfare and job security programmes that are helpful and appropriate to emerging trends in work places.

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Section: Job Security Practicesmentioning

confidence: 99%

Section: Job Security Practicesmentioning

confidence: 99%

Management of Welfare and Job-Security of Employees for Sustainability of Colleges of Education in Nigeria

Ibelegbu

Abanyam

Nwachukwu³

et al. 2023

GRHRM

View full text Add to dashboard Cite

show abstract

“…As a matter of fact, a positive work environment is an important element that makes employees feel more motivated and empowered in the workplace (Chandrasekar, 2011). The literature reveals several factors that negatively affect the employees’ well-being and, by consequence, their motivation and productivity in the workplace, such as low salaries, wage variation, job insecurity manifested in unsteady paychecks, lack of administrative support, bullying and discrimination (Fatimah et al , 2012; Giorgi, 2012; McMahon et al , 2017; Russinova et al , 2011; Ryu, 2016).…”

Section: Literature Reviewmentioning

confidence: 99%

Mental health in the midst of economic turmoil: case study of Lebanese commercial bank employees

Yacoub

Ibrahim

Achy

et al. 2022

IJOA

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Purpose This study aims to identify the major job stressors that can affect employees’ mental health in the Lebanese commercial banks during the economic turmoil. This study also aims to identify the effects of the mental problems on the employees in addition to the role of human resources in promoting and preventing mental well-being at the workplace. Design/methodology/approach The authors interviewed 28 bank employees and the semi-structured interviews last for around 50 min, starting by asking the employees a general question about the concept of mental health disorder. The authors used a purposive sampling in which the population sample is selected based on purpose and the characteristics of a specific category of individuals. Moreover, a thematic analysis is used to analyze the data. Findings The findings of this study indicate that most of the employees were suffering from many work-related stressors that have negatively affected their mental well-being. The stress and pressures have significantly increased during the economic crisis. However, most of the interviewees were not or rarely supported by their human resources department and their administration to help them get adapted for such a crisis or for the changes at the workplace. Originality/value Mental health disorders are present in the daily normal life and in the workplace as well. The banking industry is not an exceptional one.

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“…First, we hypothesized that wise organizations have a positive impact on employees' job satisfaction, partially mediated by wise leadership (Hypothesis 1). A wise organization will encourage a wise leadership style that is fair and supportive (Küpers and Statler, 2008;Rowley and Gibbs, 2008;McKenna and Rooney, 2019) and offer work that is meaningful and fulfills humans' psychological needs for autonomy, relatedness, competence, and security, resulting in greater job satisfaction (Ryan and Deci, 2001;Lund, 2003;Aydin and Ceylan, 2009;Fatimah et al, 2012;Malik, 2013;Artz and Kaya, 2014;Unanue et al, 2017;Rothausen and Henderson, 2019;Zacher and Kunzmann, 2019). Job satisfaction was conceptualized in this study as viewing one's career as a calling, satisfaction with career progress, engagement at work, and organizational commitment.…”

Section: Testing the Effects Of Wise Organizations On Wise Leadership And Employee Satisfaction And Well-beingmentioning

confidence: 99%

Linking Wise Organizations to Wise Leadership, Job Satisfaction, and Well-Being

Ardelt

Sharma

2021

Front. Commun.

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Objective: Research shows that wisdom benefits individuals, but is this also true for organizations? To answer this question, we first delineated the characteristics of wise and not-so-wise organizations in the areas of goals, approach, range, characteristics of leaders and employees, and perception of aging, using a framework derived from comparing wisdom with intellectual knowledge. Guided by this framework, we then tested whether wise organizations have a positive effect on employees’ physical and subjective well-being mediated by wise leadership and job satisfaction.Method: We created a wise organization index for nine organizations from the 2007–2008 Age and Generations Study based on 74 to 390 average employees’ ratings of perceived work opportunities for training and development, flexibility at work, absence of time pressure at work, work-life balance, satisfaction with work benefits, job security, and job opportunities. A mediated path model was analyzed to test the hypothesis. The sample contained 821 employees (age range 19–74 years; M = 41.98, SD = 12.26) with valid values on wise (fair and supportive) leadership at the first wave of data collection and employee job satisfaction (career as calling, satisfaction with career progress, engagement at work, and organizational commitment) and physical and subjective well-being at the second wave of data collection at least 6 months later.Findings: Results confirmed that the positive associations between the organizations’ overall wisdom index and employees’ physical and subjective well-being scores at Wave 2 was mediated by employees’ perception of wise leadership at Wave 1 and employee job satisfaction at Wave 2.Originality/value: This study fills a gap in the organizational wisdom literature by 1) systematically contrasting the characteristics of wise organizations with not-so-wise organizations, 2) creating a novel wise organization index, and 3) testing the effects of wise organizations and wise leadership on employees’ job satisfaction and physical and subjective well-being.Practical and societal implications: The results suggest that wise organizations encourage wise leadership, and wise leadership, in turn, fosters job satisfaction, which benefits employees’ physical and subjective well-being. Hence, wise organizations ultimately enhance workers’ well-being, which likely contributes to the success and reputation of the organization through higher employee productivity and better customer service.

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Employment Security as Moderator on the Effect of Job Security on Worker’s Job Satisfaction and Well Being

Cited by 8 publications

References 28 publications

Management of Welfare and Job-Security of Employees for Sustainability of Colleges of Education in Nigeria

Management of Welfare and Job-Security of Employees for Sustainability of Colleges of Education in Nigeria

Mental health in the midst of economic turmoil: case study of Lebanese commercial bank employees

Linking Wise Organizations to Wise Leadership, Job Satisfaction, and Well-Being

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