an article by Duncan Gallie (University of Oxford, UK), Alan Felstead (Cardiff University, UK), Francis Green (UCL Institute of Education, UK) and Hande Inanc (The OECD Statistics Directorate, France) published in Work, employment and society Volume 31 Issue 1 (February 2017)
Abstract
Drawing on nationally representative data for British employees, the article argues for a more comprehensive concept of job insecurity, including not only job tenure insecurity but also job status insecurity, relating to anxiety about changes to valued features of the job.
It shows that job status insecurity is highly prevalent in the workforce and is associated with different individual, employment and labour market characteristics than those that affect insecurity about job loss. It is also related to different organizational contexts.
However, the article also shows that the existence of effective mechanisms of employee participation can reduce both types of job insecurity.
Full text (PDF)
Showing posts with label affective_job_insecurity. Show all posts
Showing posts with label affective_job_insecurity. Show all posts
Tuesday, 14 March 2017
Thursday, 9 August 2012
Differentiating cognitive and affective job insecurity: Antecedents and outcomes
an article by Guo-hua Huang (Hong Kong Baptist University, Kowloon), Xiongying Niu (University of International Business & Economics, Beijing), Cynthia Lee (Hong Kong Baptist University, Kowloon and Northeastern University, Boston, U.S.A.) and Susan J. Ashford (University of Michigan, Ann Arbor, U.S.A.) published in Journal of Organizational Behavior (Special Issue: Coping with Economic Stress) Volume 33 Issue 6 (August 2012)
Summary
To test a proposed model of the job insecurity (JI) process that treats cognitive JI and affective JI as separate constructs, this study investigates organizational-level employee involvement and communication practices that influence the level of cognitive JI; increasing levels of cognitive JI in turn can create an affective reaction (i.e., affective JI).
This affective reaction then influences individual psychological and behavioral outcomes. With two waves of data from three large Chinese organizations, the model test results show that employee involvement decreases cognitive JI perceptions. This reduction then leads to lower affective JI. Affective JI in turn relates negatively to employee psychological well-being but positively to both supervisor-rated job performance and affective JI six months later.
The effect of cognitive JI on employee outcomes is partially through affective JI. Cognitive JI has a direct impact on psychological well-being but not on job performance. These findings offer key theoretical and practical implications.
Copyright © 2012 John Wiley & Sons, Ltd.
Summary
To test a proposed model of the job insecurity (JI) process that treats cognitive JI and affective JI as separate constructs, this study investigates organizational-level employee involvement and communication practices that influence the level of cognitive JI; increasing levels of cognitive JI in turn can create an affective reaction (i.e., affective JI).
This affective reaction then influences individual psychological and behavioral outcomes. With two waves of data from three large Chinese organizations, the model test results show that employee involvement decreases cognitive JI perceptions. This reduction then leads to lower affective JI. Affective JI in turn relates negatively to employee psychological well-being but positively to both supervisor-rated job performance and affective JI six months later.
The effect of cognitive JI on employee outcomes is partially through affective JI. Cognitive JI has a direct impact on psychological well-being but not on job performance. These findings offer key theoretical and practical implications.
Copyright © 2012 John Wiley & Sons, Ltd.
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