Precarious Job Makes Me Withdraw? The Role of Job Insecurity and Negative Affect

Zheng, Shu; Ding, Tangli; Chen, Hao; Wu, Yunhong; Cai, Wenjing

doi:10.3390/ijerph182412999

Cited by 6 publications

(4 citation statements)

References 64 publications

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“…Thus, future studies can predict work deviant behavior by considering additional personal (e.g., commitment, locus of control, value orientation, Machiavellianism) and situational (e.g., boredom, job characteristic) factors to enrich our findings. On the other hand, although past research recognizes the positive direct effect of job precariousness and job insecurity on withdrawal behavior ( Zheng et al, 2021 ), counterintuitively, Vo-Thanh et al (2021) demonstrated that perceived health risk associated with COVID-19 has a positive influence on employee job performance. As explained by Vo-Thanh et al (2021) , the economic menace caused by COVID-19 is extremely acute on a worldwide scale for every sector, especially in the hospitality and tourism industry.…”

Section: Discussionmentioning

confidence: 97%

“…Positive deviance has been found to be an indicator of employees' intrapreneurial behavior ( Kibirango, Munene, Balunywa, & Obbo, 2017 ) and engagement ( Sharma, 2021 ). Globally, the current literature acknowledges that precarious work conditions are potential drivers of work deviance ( Zheng, Ding, Chen, Wu, & Cai, 2021 ). In the hotel context, recent research shows that perceived health risks associated with COVID-19 can positively influence employees' perceived job insecurity, which affects job performance negatively ( Vo-Thanh et al, 2021 ) and emotional exhaustion positively ( Vo-Thanh, Vu, et al, 2022 ).…”

Section: Context Theoretical Foundation and Hypothesis Developmentmentioning

confidence: 99%

See 1 more Smart Citation

Investigating employees' deviant work behavior in the hotel industry during COVID-19: Empirical evidence from an emerging country

Dang

Vo‐Thanh

Usman

et al. 2022

Tourism Management Perspectives

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Section: Discussionmentioning

confidence: 97%

Section: Context Theoretical Foundation and Hypothesis Developmentmentioning

confidence: 99%

Investigating employees' deviant work behavior in the hotel industry during COVID-19: Empirical evidence from an emerging country

Dang

Vo‐Thanh

Usman

et al. 2022

Tourism Management Perspectives

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“…The lack of information will cause all kinds of rumors and suspicions and enhance the distrust of the organization, so that the organizational crisis cognition is assessed as "threat" (Roskies and Christiane, 1990). When the organization is in turmoil and has operational difficulties, employees, under the negative perception of organizational crisis, will think that organization will cause difficulties to their own work and lives, leading to pessimistic views about the sustainability and worth of their work (Zheng et al, 2021). This situation escalates feelings of confusion, panic, anxiety and job insecurity.…”

Section: Cognitive Appraisal Theory Of Stressmentioning

confidence: 99%

Change or paradox: the double-edged sword effect of organizational crisis on employee behavior

Genqiang,

Yueying,

Yong

et al. 2024

JOCM

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PurposeBased on cognitive appraisal theory of stress, this study develops an integrated model to examine the double-edged sword effect and boundary conditions of the impact of organizational crisis on employee behavior.Design/methodology/approachThis study collected 672 employees’ data through three stages of longitudinal follow-up. Hierarchical regression analysis and SPSS macro process were used to test the hypotheses.FindingsThe paper finds that organizational crisis induces unethical pro-organizational behavior through enhanced job insecurity and foster taking charge by stimulating career calling. Employee resilience negatively moderates the relationship between organizational crisis and job insecurity as well as the indirect effects of organizational crisis on unethical pro-organizational behavior through job insecurity. Conversely, it positively moderates the association between organizational crisis and career calling and the indirect effects on taking charge through career calling.Research limitations/implicationsThis study not only expands the research on the mechanisms of organizational crisis' effects on employees' behaviors but also provides practical guidance for corporate managers on how to respond to organizational crisis.Practical implicationsThe following insights are available to organizations and managers: first, this study confirms that organizational crisis can be perceived as threatening stressors that create job insecurity, which in turn leads to pro-organizational unethical behavior. Therefore, managers in organizational crisis should focus on stress regulation and guidance, pay timely attention to changes in the mindset of employees to reduce job insecurity, and strictly prohibit unethical pro-organizational behavior. They should promptly calm and control the atmosphere of panic and anxiety in the organization, do a good job of coordinating the division of labor, reduce personnel conflicts and contradictions, create a good organizational climate and reduce employees' sense of stress and negative perceptions of organizational crisis, thus reducing job insecurity and being able to meet the challenges in a better state. Secondly, this study confirms that employees also perceive organizational crisis as challenges and develop career calling, which in turn inspires proactive change behaviors. This suggests that managers in organizational crisis should promote the positive perception of organizational crisis as challenge, stimulate the career calling of employees in organizational crisis and call on and encourage employees to actively adopt taking charge. Therefore, managers should promptly give employees work affirmation, rewards and punishments, enhance the sense of participation and intrinsic motivation of subordinates, improve self-efficacy and self-confidence levels, effectively reduce the negative perception of organizational crisis, awaken positive psychological energy within individuals, increase their sense of belonging to the organization and thus, increase employees' awareness of the positive challenges of organizational crisis, stimulate employees' career calling through positive and optimistic beneficial pressure drive them to lead the corresponding changes in the crisis. Finally, this study confirms that employees' own resilience can change the double-edged sword effect of organizational crisis. Employees with high resilience are more likely to see organizational crisis as challenge and are thus more likely to develop career calling and are more inclined to initiate change, while employees with low resilience are more likely to see organizational crisis as threat, are more negatively affected by them, develop greater job insecurity and are, thus, more inclined to commit unethical pro-organizational behaviors. This reflects the fact that organizations should constantly cultivate employees' resilience and enhance their cognitive toughness at the same time. For instance, the organization can regularly use promotional lectures and scenarios to help leaders and employees establish corporate ethics, strengthen moral beliefs and correctly understand the nature of unethical affinity behavior. Managers should encourage and advocate positive and correct behaviors such as overcoming difficulties, positive innovation and positive suggestions to promote the sustainable and healthy development of the organization.Social implicationsThe results of this study can increase the organization’s understanding of the negative effects of crisis, help the organization take measures to manage and guide the employees in organizational crisis, more effective and targeted functional changes within the organization, reduce stress damage and improve the efficiency and effectiveness of crisis management. It is also beneficial to improve competitiveness and foresight in the organization’s industry and enhance organizations and employees’ resilience.Originality/valueThis study explores the double-edged sword effect of organizational crisis on employees’ behavior from the perspective of the cognitive appraisal theory of stress, which theoretically opens up a new research perspective, enriches the research in the fields of organizational crisis and taking charge, pro-organizational unethical behavior relationship and practically provides theoretical guidance for enterprises and managers on how to effectively respond to organizational crisis from the employees, which is of great practical significance.

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“…For example, excessive workload, increased job demands on free time, tight deadlines, exposure to emotional distress at work, and job burnout threats. Workers' perceptions of these precarious circumstances reflect psychological contracts and insecurity, which erode work quality and lead to withdrawal behaviors (Zheng et al, 2021 ). Given that, in this study, I develop an index of emotional precariousness that encompasses various workers' subjective experiences of vulnerability and powerlessness at work to expand the psychological dimension of precarity during COVID-19, in addition to employment instability and job insecurity, two conventional measures of employment precarity in current scholarship.…”

Section: Conceptualization Of Employment Precarity In Europementioning

confidence: 99%

Employment Precarity, COVID-19 Risk, and Workers' Well-Being During the Pandemic in Europe

2022

Work and Occupations

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The COVID-19 crisis highlights a growing precarity in employment and the importance of employment for workers' well-being. Existing studies primarily examine the consequences of employment precarity through non-standard employment arrangements or the perception of job insecurity as a one-dimensional measure. Recent scholars advocate a multidimensional construct with a wide range of objective and subjective characteristics of precariousness. Using data from Eurofound's Living, Working, and COVID-19 surveys, I define employment precarity as the objective form of employment instability, as well as subjective terms of job insecurity and emotional precariousness. I also investigate whether and how various facets of employment precarity along with COVID-19 risk are associated with workers' mental and subjective well-being across 27 European Union member states during the pandemic. This study sheds light on a comprehensive understanding of objective and subjective dimensions of employment precarity, as well as their effects on workers' well-being during the COVID-19 pandemic.

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Precarious Job Makes Me Withdraw? The Role of Job Insecurity and Negative Affect

Cited by 6 publications

References 64 publications

Investigating employees' deviant work behavior in the hotel industry during COVID-19: Empirical evidence from an emerging country

Investigating employees' deviant work behavior in the hotel industry during COVID-19: Empirical evidence from an emerging country

Change or paradox: the double-edged sword effect of organizational crisis on employee behavior

Employment Precarity, COVID-19 Risk, and Workers' Well-Being During the Pandemic in Europe

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