Perceived job insecurity and task performance: what aspect of performance is related to which facet of job insecurity

Abstract

Employee task performance is considered to be of crucial importance for organizational survival and growth, at the same time, the struggle for organizational survival and growth most especially in the current economic climate gives rise to perceptions of job insecurity among employees thereby making the perception of job insecurity a relevant topic. This study examined the effect of perceived job insecurity on task performance. In addition, the effect of both quantitative and qualitative facets of job insecurity on the different components of task performance, was investigated. By making use of the multi-stage sampling technique, a total of 342 employees with age range of 23 to 46 years were proportionately selected from the cluster that represents each bank. Furthermore, the close ended and structured questionnaire was utilized in a descriptive cross-sectional research design to elicit responses from these employees. Based on the regression analysis conducted, it was revealed that while perceived job insecurity as a uni-dimensional construct exercise a significant and negative effect on task performance, both quantitative and qualitative job insecurity also have a significant and negative effect on this performance with the later, found to exercise a stronger negative impact. Furthermore, results also indicate that while quantitative job insecurity is more negatively related with the job quality component of performance, both job quantity and job time limit are more negatively related with qualitative job insecurity. To conclude, recommendations were made on the need for organizations to focus intervention on antecedents of job insecurity which have been classified as macro level, micro level and personality factors with the view of reducing the incidence of perceived job insecurity. It was also recommended that managers should endeavor to concentrate more resources on those employees who suffer from qualitative job insecurity whenever there is a need to make use of these interventions, while also being in cognizant of the fact that a different level of intervention is required for employees with different level of job quality, job quantity and job time limit.

JD-R model on job insecurity and the moderating effect of COVID-19 perceived susceptibility

“…Finally, based on research results, an effective communication channels between employees/leaders might reduce employees' job insecurity. Thus, we suggest combining the concepts of feedback seeking and employee voice (Li et al, 2018 ; Wilkinson & Fay, 2011 ) with the JD-R model to further discuss job insecurity in future research (Adekiya, 2023 ).…”

MEDIATING ROLE OF COGNITIVE RUMINATION AND CAREER INSECURITY ON RELATIONSHIP BETWEEN NURSES’ JOB SATISFACTION & TURNOVER INTENTION

“…Shin, Hur, Moon and Lee (2019) insisted researchers to pay attention on work stressor to control, reduce its negative impacts. Impact of job satisfaction on task performance, well-being, leadership styles, training, motivation, team work, engagement, has been extensively studies but with mediating effect of career insecurity on the turnover intention is under-researched topic (Adekiya, 2023). Employees who feel threat to jobs have poor performance and low productivity and high turnover intention.…”

“…There is positive relationship between career insecurity and turnover intention. When employees feel insecure at workplace and encounter threats about their job, they tend to have high intention to quit (Adekiya, 2023). On the other side, there is negative relationship reported between career insecurity and job satisfaction (Charkhabi, 2017).…”

“…It has ten items. All items measured from 0 (never had like idea to 3 often has such idea), career insecurity was adopted form Adekiya (2023). It has 4 items measured on five-point Likert scale.…”

Job resourcefulness, job crafting and task performance in a post-COVID-19 context: a diary study on tour and travel frontline employees

“…It is noteworthy that travel and tourism firms are the direct contributors to the economy by constituting a major share of gross domestic product (GDP). However, due to travel restrictions and the closure of international borders (Rubaca et al ., 2022), these firms faced downsizing and resumed operations with a limited number of employees in a post-COVID context (Adekiya, 2023). Regaining their position in the market requires practical implementations to perform well and gain a competitive advantage.…”