The relation between job insecurity, job satisfaction and organizational commitment among employees in the tourism sector in Novi Sad

Abstract

This article analyses the relation between job insecurity, job satisfaction and organizational commitment among employees of companies working in the tourism sector in Novi Sad, Serbia. The article aims to discover whether and to what extent there is a relation between these three variables, drawing on theoretical approaches and a questionnaire conducted in Novi Sad in 2012/2013 on a sample of 149 respondents in companies involved in tourism (hotels, tourist agencies and restaurants). The results indicate that there are strong positive correlations between organizational commitment and the variables which measure job satisfaction, while job insecurity correlates negatively with the variables which describe job satisfaction and organizational commitment.

Implikasi Job Insecurity Terhadap Kepuasan Kerja Dan Intention to Leaven to Leave

“…Sebaliknya dampak negatif non psikologis yang muncul dari job insecurity adalah adanya kecenderungan penurunan kepuasan kerja pegawai (Vujisic et al, 2015), yang berakibat munculnya minat yang diwujudkan oleh pegawai untuk keluar dari organisasi (Altuntas, 2014; Applebaum, 2010), bahkan dapat memicu perilaku pegawai keluar dari organisasi (Khan dan Aleem, 2014). Menurut Robbins dan Judge (2017), job insecurity juga dapat muncul karena banyaknya jenis pekerjaan yang sifatnya sementara atau tidak permanen dan adanya ambiguitas di tempat kerja.…”

Occupational health and safety of temporary and agency workers

“…Within this group of workers we find people on a variety of different contracts, including those who work on a temporary basis, but are directlyemployed, and also those who are engaged on a short-term basis through an employment agency. When first considering temporary workers, it is found that, as well as experiencing poorer working conditions based on factors such as pay and job stability (Deutsch, 2005;Eib et al, 2014), resulting in lower levels of job satisfaction and organisational commitment (Author et al, 2014;Vujičić et al, 2014), this group have also been found to receive lower levels of training, notably in induction (Kochan et al, 1994;Selcraig, 1992). Managerial models such as Atkinson's (1985) core-periphery model divide workers on contractual status, suggesting that these temporary workers should be engaged on a transactional rather than relational basis (Williamson and Ouchi 1983;Williamson 1985Williamson , 1996 and be utilised to create numerical flexibility.…”

Untitled

“…The directionality stated in each hypothesis is derived from the prior discussion about different constructs affecting faculty commitment behaviour and from the basic structure of SBT. There have been a considerable number of research reports which suggest that faculty job security can have positive impact on organisational commitment behaviour of the faculty members positively (Meyer and Smith, 2000;Chang and Chen, 2002;Hausknecht et al, 2009;Moritz, 2014;Vujičić et al, 2015;Mahlagha et al, 2017) Therefore: H1: Faculty job security has a positive relation with faculty commitment behaviour. Compensation package of the faculty members is an important variable that can impact on faculty commitment behaviour to stay longer in the institution (Llanos and Ahmad, 2017).…”