Understanding the Relationship Between Job Insecurity and Performance: Hindrance or Challenge Effect?

This study aims to propose a theoretical model that explains the psychological processes underlying the job insecurity-performance relationship. To accomplish this goal, we draw on a two-dimensional stressor framework. Job insecurity may undermine performance through a hindrance effect, because it causes strain reactions and withdrawal behaviours. In contrast, it can trigger productive behaviours as a form of job preservation strategy, when reacting actively. These competing predictions are integrated in the same structural equation modeling by testing the negative indirect effect of job insecurity on task and contextual performance, mediated by job satisfaction and affective commitment. The positive challenge effect is examined by testing the remaining direct path to performance. To provide convergence of evidence, two studies were conducted with the purpose to replicate patters and findings across different measures and samples. The results provide support only for negative and passive reactions to job insecurity, leading to lower performance

The influence of supportive leadership and job characteristics on work alienation: A six-country investigation

This study examines the relationships between supportive leadership and job characteristics and workers' alienation in Cuba, Germany, Hungary, Israel, Russia, and the United States. One thousand and nine hundred and thirty-three workers and non-managerial personnel participated in the research. Supportive leadership and job characteristics were found to be related to alienation. Evidence is provided along with implications for theory and practice.Alienation Supportive leadership Job characteristics

Expatriate Managers′ Loyalty to the MNC: Myth or Reality? An Exploratory Study

This exploratory study examines five antecedent conditions of organizational commitment among groups of American, Dutch, Israeli and British managers in six multinational banking corporations. Role, nationality, age, seniority, and rank are tested as correlates of the organizational commitment construct among three groups of managers: Headquarters (HQ) officials, expatriate managers, and host-country managers in foreign subsidiaries.No support was found to the widespread belief that expatriate managers are more loyal to the company than host-country nationals. Age predicted organizational commitment more accurately than did nationality or role. Further analysis of the organizational commitment construct found evidence for a two-factor model: Loyalty/identification and involvement. Age was then found to be predictive of organizational loyalty/identification and nationality predicted organizational involvement. Managers′ nationality could therefore be used to compare and differentiate their organizational involvement.© 1993 JIBS. Journal of International Business Studies (1993) 24, 233–248

A managerial and personal control model: predictions of work alienation and organizational commitment in Hungary

This article examines the influence of managerial and personal control upon work-related alienation and organizational commitment in the Eastern-European nation of Hungary. The research identifies the extent to which Western management theory and practices are relevant to transitional economic nations such as Hungary. We chose leadership and job characteristics as managerial control mechanisms and locus of control as a personal mechanism of control. These categories of control variables have well-established associations to attitudes and behaviors in the Western management literature, but limited evidence has been generated in Hungary. A survey among 395 Hungarian workers in five companies found that leadership, job characteristics, and individual locus of control explained work-related alienation but did not explain organizational commitment. Implications for theory and practice are discussed.Alienation Job characteristics Leadership Locus of control Organizational commitment Hungary

A motivational standpoint of job insecurity effects on organizational citizenship behaviors: A generational study

Our research reports an empirical analysis of a path model linking job insecurity to organizational citizenship behavior (OCB) via two mediators, that is, intrinsic motivation and job satisfaction. The aim is to evaluate the path model invariance across three generational cohorts, that is, generation X, generation Y, and generation Z. A sample of employees in service companies based in Canada was surveyed. We utilized a partial least square structural equation modeling (PLS-SEM) approach, which included path analysis and multi-group analysis (MGA) to test proposed hypotheses. We found that job insecurity negatively predicted intrinsic motivation which positively related to job satisfaction. Job satisfaction influenced OCBs positively. Both intrinsic motivation and job satisfaction mediated the indirect effects of job insecurity onto OCBs. Generation X was more pronounced in their reaction to job insecurity than later generations given the strong negative effects on intrinsic motivation and hence on their job. However, generation Z employees followed their parents from generation X regarding engaging more in OCBs when they are satisfied with their job than generation Y. In general, therefore, it should come as no surprise that generation X employees’ OCBs can be expected to plummet due to the elevated levels of job insecurity during pandemic times (e.g., COVID-19) more intensely than Generation Y. Clearly, with COVID-19 having led many organizations around the world to adopt virtual workplace environments, generational differences amongst employees have to be considered as a matter of crucial concern for these organizations

No one is safe! But who's more susceptible? Locus of control moderates pandemic perceptions' effects on job insecurity and psychosocial factors amongst MENA hospitality frontliners: a PLS-SEM approach.

BackgroundThe research aimed to formulate and test a model concerning COVID-19 perceptions effects on job insecurity and a set of psychosocial factors comprising anxiety, depression, job burnout and job alienation in the Middle East and North African (hereafter, MENA) regional context. Also, the study attempted to examine whether locus of control can moderate these hypothesised linkages amongst customer service employees working in MENA hospitality organisations.MethodsThe study is based on a sample of 885 responses to an online survey and Partial Least Square Structural Equation Modelling (PLS-SEM).ResultsThe main findings show the existence of a significant correlation between COVID perceptions and job insecurity and all psychosocial factors, i.e., more intense COVID-19 perceptions accompany higher levels of job insecurity, anxiety, depression, job burnout and job alienation. Furthermore, our results revealed that, in pandemic time, hospitality customer service employees with external locus of control are more likely to suffer higher alienation, anxiety and depression than those with internal locus of control.ConclusionsThe research originality centres on the establishment that COVID-19 has a severe negative impact within the hospitality customer service labour force (in the MENA region). These effects were more profound for participants who claimed external locus of control than those with internal locus of control