Organizational trust in times of COVID-19: Hospitality employees' affective responses to managers' communication

Don't Go: Examining the Relationships Between Meaning, Work Environment and Turnover Intention Across the Entire Healthcare Team

Introduction

Healthcare workers tend to have a strong sense of altruism in their work, which may be protective against turnover despite poor working conditions. Due to the increased distress noted during the pandemic, the challenges of working in healthcare and changing attitudes about work may have surpassed the protective effect of meaning and purpose in work. This study empirically examines perceived meaning in work, and specific work-related factors that contribute to employees' intent to stay and to recommend working at the organization to others as COVID-19 transitions from a pandemic to endemic phase.

Methods

Data from a survey of 4451 clinical and non-clinical healthcare workers were analyzed using regression and dominance analyses to identify specific predictors of turnover intention and net promoter score.

Results

The variables that explained the greatest contribution to variance in turnover intention from highest to lowest were burnout, trust and confidence in senior leadership, perceived organizational support, sense of belonging, and sense of recognition. The variables that explained the greatest overall contribution to variance for net promoter score from highest to lowest were perceived organizational support, trust and confidence in senior leadership, resource availability, sense of recognition, and sense of belonging. While meaning in work was associated with turnover intent, organizational and team level factors such as trust and belonging were more predictive of the outcomes.

Discussion

While meaning and purpose are important job resources, they are not sufficient to retain employees in the absence of trust, organizational support, belonging, recognition and access to necessary resources. Leaders must seek to foster environments that support trust, belonging and recognition in their retention efforts.

Path of fear: Experiences of health professionals in the fight against COVID-19

This study aimed to understand the expressions of fear in the journeys of health professionals who worked in the confrontation of coronavirus disease 2019 (COVID-19), in the city of Manaus, in the Brazilian Western Amazon. This is an exploratory qualitative study that adopts interpretive description as a method to generate informed knowledge responsive to the needs of the practice. We included 56 participants, comprising 23 health managers and 33 health workers (middle and higher level) of different professional categories. The results revealed three circles of experience: (1) knowledge and professional experience in dealing with the disease (unknown-known-experienced); (2) the growing proximity to death and loss (predicted-witnessed-suffered); and (3) the involvement and proximity to whatever affects the individual, their emotions, and personal transformations in the face of the threat (the collective, the neighbor, and oneself). Our results suggest that health professionals who worked during the COVID-19 pandemic in Manaus experienced insecurity, dread, and fear, illustrating the complexity of developing their activities in the front line of care and management during the different phases of the pandemic. A contribution of the study is precisely that of capturing this complexity, which suggests the impossibility of analyzing fear only in its simple manifestation, or in each circle of experience.

Impact of customer incivility on restaurant employee stress spread and turnover: COVID-19 vaccination mandate

In response to the unprecedented pandemic in recent history, COVID-19 vaccination mandates in the U.S. caused significant changes and disruption in hospitality operations and customer experiences. The primary goal of this study is to examine whether and how customer incivility induced by the COVID-19 vaccine mandate in the U.S. affects employees' behavioral outcomes (i.e., stress spread between employees and turnover intention) via psychological mechanisms (i.e., stress and negative emotion) and when the relationship is moderated by personal (employee prosocial motivation) and organizational (supervisor support) characteristics. Findings show that customer incivility increases employee turnover intention as well as interpersonal conflicts at work via increased stress and negative emotions. These relationships are weakened when prosocial motivation of employees and the level of supervisor support is high. Findings expand the occupational stress model by specifically incorporating the context of the COVID-19 vaccine mandate and further provide implications for restaurant managers and policy makers.

Effects of the COVID-19 pandemic on mental health, working, and life situation of employees in the Swedish hospitality industry

Introduction

Previous studies reported that the coronavirus disease (COVID-19) pandemic has negatively affected the mental health of employees in the hospitality industry internationally, however, its effect in Sweden has not been studied. Unlike several other countries, Sweden never enforced a lockdown. Restaurants, bars, and hotels could remain open and host a limited number of guests but had to abide by certain restrictions.

Methods

A cross-sectional survey was distributed among hospitality industry employees containing questions regarding the perceived effects of the pandemic on the respondents' working and life situations and their physical and psychological health. The sample consisted of 699 individuals, with a response rate of 47.9%.

Results

Although several respondents had been laid off or furloughed, the majority of the sample remained at the same employer. However, more than half of the respondents reported that their economic situation had deteriorated. Compared to before the pandemic, 38.1% experienced elevated levels of stress, 48.3% experienced elevated levels of worry, and 31.4% reported worsened mood. A deteriorating personal economy and difficulty in following COVID-19-related restrictions at work were associated with the worsening of these three mental health aspects. While the fear of becoming infected with COVID-19 was related to higher levels of stress, the fear of infecting others was related to higher levels of worry.

Conclusion

Although Sweden imposed less strict measures than most other countries, the personal economy and mental health of hospitality workers were negatively affected by the COVID-19 pandemic.

Examining employees' affective and behavioral responses to internal crisis communication in times of COVID-19

Communication is an essential component of crisis management strategies in hospitality and tourism. This study aimed to build on the integrated internal crisis communication framework. This study employed qualitative and quantitative data collection methods. Following a preliminary qualitative study, a conceptual model was developed and tested with a total of 806 responses. The results showed that the approach and content of internal crisis communication messages directly affected employees' evaluations of their organizations' crisis management efforts and their psychological safety, both of which further affected their perceived social resilience and turnover intentions. Furthermore, the results of multigroup analyses revealed the different impacts of internal crisis communication on participants who were in full-time positions vs. part-time positions and salaried employees vs. hourly employees. Finally, theoretical and practical implications were provided based on the research findings.

Build trust in the organization because it matters: exploring the nexus of enablers of organizational trust through DEMATEL

Purpose

Researchers have worked diligently to find the factors that foster organizational trust, but the causal relationships between the enablers of organizational trust have remained unexplored. Therefore, the purpose of this study is to map and analyze the causal link structures of organizational trust enablers.

Design/methodology/approach

Data were gathered from employees working in Indian manufacturing organizations. The decision-making trial and evaluation laboratory (DEMATEL) approach was used to test the cause-and-effect linkages among organizational trust enablers.

Findings

The empirical evidence shows that 6 out of 14 enablers are causal, namely, organizational justice, person–organization fit, corporate citizenship, positive leadership behavior, relational quality and job satisfaction.

Practical implications

The findings of the study offer a deeper understanding of identified enablers of organizational trust and their linkages with other outcome enablers. Furthermore, the findings provided in the current study will assist top authorities, practitioners and HR managers in focusing on the select causal organizational trust enablers. In addition, the ranking established in this study will help organizations in directing their efforts and resources toward the few select enablers that help to facilitate other consequent enablers of organizational trust. In other words, the results of the study would help in gaining the advantages of efficiency in fostering trust at work.

Originality/value

By providing the empirically valid causal framework of organizational trust enablers, the present study makes a novel contribution to the field. Also, the findings of this study would help organizational policymakers, HR managers and organizational behavior practitioners in developing a better understanding of inculcating trust at work. Furthermore, the use of these enablers will help to foster a trustworthy environment at work.

Corporate responses to the COVID-19 pandemic by Fortune 500 companies

COVID-19 created a challenging environment both for businesses and individuals. Effects of the pandemic on companies had the potential to create negative public relations as entities attempted to deal with the worldwide crisis and to communicate their situation. Many companies were quick to provide information to customers and employees early in the pandemic about how they were responding to the crisis, while other companies provided limited immediate response to COVID-19. An examination of the top 300 companies listed in the 2020 Fortune 500 found that 186 of those companies communicated their status and plans in press releases posted from January 2020 through May 2020 regarding the COVID-19 pandemic. This study, based on Situational Crisis Communication Theory, qualitatively analyzed the releases via constant comparative method. The analysis resulted in four primary categories that dominated company releases: (1) In This Together, (2) Perseverance Through Strength, (3) We are Here for You, and (4) Fighting for the Team.

Losing talent due to COVID-19: The roles of anger and fear on industry turnover intentions

Early in the COVID-19 pandemic, the US hospitality industry workforce experienced significant job loss via furloughs and job eliminations. Over a year later, the American hospitality industry is now facing a labor shortage. However, there is a dearth of literature explaining why the hospitality industry's response due to a mega-event, like the pandemic, can motivate employees to leave the hospitality industry. Instead, theory and research have primarily focused on organizations as the focal point for understanding turnover, while neglecting the industry. Using the affect theory of social exchange, this paper examined how anger and fear related to job status changes (i.e., being furloughed or laid-off) due to the pandemic, influence intentions to leave the industry. Study 1 used a survey of management-level employees, whereas Study 2 used an experiment to test the proposed model. Both studies showed that employees who lost their job due to the pandemic felt more anger and fear than those still employed. However, mediation analyses revealed anger, but not fear, as the primary driver of industry turnover intentions. These results highlight a potentially problematic trend. Should skilled hospitality workers switch industries due to job loss amidst an industry-wide negative event, it may become difficult for hospitality businesses to find qualified employees once the industry recovers and rehiring begins.

Crisis Management Tasks in Dutch Nursing Homes During the COVID-19 Pandemic: A Longitudinal Interview Study

The COVID-19 pandemic hit long-term care, and particularly nursing homes hard. We aimed to explore how crisis management goals and tasks evolve during such a prolonged crisis, using the crisis management tasks as identified by Boin and 't Hart as a starting point. This longitudinal, qualitative study comprises 47 interviews with seven Dutch nursing home directors and a focus group. We identified two phases to the crisis response: an acute phase with a linear, rational perspective of saving lives and compliancy to centralized decision-making and an adaptive phase characterized by more decentralized decision-making, reflection, and competing values and perspectives. This study confirms the usability of Boin and 't Hart's typology of crisis management tasks and shows that these tasks "changed color" in the second phase. We also revealed three types of additional work in managing such a crisis: resilience work, emotion work, and normative work.

Difficult Times, Difficult Decisions: Examining the Impact of Perceived Crisis Response Strategies During COVID-19

Crises, such as the COVID-19 pandemic, require rapid action to be taken by leaders, despite minimal understanding of the impact of implemented crisis management policies and procedures in organizations. This study's purpose was to establish a greater understanding of which perceived crisis response strategies were the most beneficial or detrimental to relevant perceptions and outcomes during the recent COVID-19 crisis. Using a time-lagged study design and a sample of 454 healthcare employees, latent profile analysis was used to identify strategy profiles used by organizations based on several policy/procedure categories (i.e., human-resource supportive, human-resource disadvantaging, behavioral/interactional human safety and protection-focused, and environmental and structural safety supports-focused policies and procedures). Results indicated that four perceived crisis response strategies were employed: (1) human resource-disadvantaging, (2) maximizing, (3) safety and human resource-supportive, and (4) inactive. Perceived crisis response strategy was linked to several employee well-being (e.g., work stress) and behavioral (e.g., safety behavior) outcomes via proximal perceptions (i.e., perceived organizational support, ethical leadership, and safety climate). Proximal perceptions were the most positive for employees within organizations that enacted safety and human resource-supportive policies and procedures or that utilized a maximizing approach by implementing a wide array of crisis response policies and procedures. This paper contributes to the literature by providing crucial information needed to reduce organizational decision-making time in the event of future crises.

Pandemic Imposed Remote Work Arrangements and Resultant Work-Life Integration, Future of Work and Role of Leaders—A Qualitative Study of Indian Millennial Workers

The unprecedented nature and scale of the COVID-19 pandemic resulted in mass lockdowns around the world, and millions of people were forced to work remotely for months, confined in their homes. Our study was aimed at understanding how pandemic-imposed remote work arrangements affected millennial workers in India. With signs of the pandemic slowing down, but with the likelihood of organizations retaining some of these work arrangements, the paper also explores how these are likely to affect the future of work, and the role that organizations and leaders have in managing the workforce in the ‘new normal’. The study follows an interpretivist paradigm and qualitative research approach using the narrative method as a key research strategy. The data was collected using in-depth interviews from Indian millennial respondents employed in both private and government sectors. The findings show a kind of work-life integration for the workers as a result of the pandemic-imposed remote work arrangements. This integration has been caused by four different types of issues that have also emerged as four major themes which have resulted in a further 10 sub-themes. The four major themes identified in this research are Managerial Issues, Work Issues, Logistical Issues, and Psychological Issues.

Impact of fear of COVID-19 on students' performance, moderating role of mindfulness: HSK students' perception-based view

COVID-19 created difficulties and problems in almost everyone's daily life routine. Educational institutions too had to reschedule their academic activities. This shift caused attitudinal and behavioral changes in students' learning patterns. Using stress theory, the present study tries to determine the association of fear of COVID-19 with students' performance. In addition, the present study also attempts to check the impact of fear of COVID-19 on anxiety. Further, this study tries to find the association of anxiety with students' performance. This study also attempts to determine the mediating role of anxiety and the moderating role of mindfulness. For empirical investigation, the current study collected data from 320 HSK students from different colleges and universities in China. The present study applied partial least square structural equation modeling for the empirical investigation of hypotheses by using Smart-PLS software. The present study's findings confirmed that fear of COVID-19 negatively affects students' performance, and it positively correlates with anxiety. The study's outcomes revealed that anxiety negatively affects students' performance. The outcomes also confirmed that anxiety negatively mediates the relationship between fear of COVID-19 and students' performance. The present study's findings acknowledged that mindfulness does not moderate the relationship between fear of COVID-19 and student performance and has a positive moderation between anxiety and student performance. The present study offers important practical, theoretical, and managerial implications.

The Effect of Organizational Trust on Turnover Intention of Rural Kindergarten Teachers: The Mediating Role of Teaching Efficacy and Job Satisfaction

Recent studies have focused on turnover among rural kindergarten teachers. However, none of these studies have shown a clear connection between turnover intention and organizational trust, although there are studies in other areas showing that organizational trust can affect turnover intention. Drawing on a sample of 330 kindergarten teachers in rural areas, this study explores the mechanism of influence between organizational trust and turnover intention with teaching efficacy and job satisfaction as mediators. We found that organizational trust negatively impacted teachers' turnover intention, and this relationship was mediated by a significant chain mediating effect of teaching efficacy and job satisfaction. The findings enrich knowledge about turnover among rural kindergarten teachers and inspire us to create a more supportive organizational environment against the backdrop of the COVID-19 pandemic to improve job satisfaction and alleviate turnover among rural kindergarten teachers.

Impact of organizational health-oriented strategies on employees' job performance, perceived medical mistrust as a moderator: A COVID-19 perception-based view

After experiencing the COVID-19 pandemic, employees' health and well-being become a priority for firms. Organizational health-oriented strategies assist them in coping with health-related crises. Based on the social exchange theory, the present study attempts to determine the role of organizational health-oriented strategies in promoting employees' job performance. This study hypothesized that the organizations' health-oriented strategies positively correlate with employees' job performance. This study also assessed the mediating role of employees' psychological wellbeing and trust and moderating role of perceived medical mistrust. For the empirical examination, data of the present study was gathered from the textile sector in China. This study analyzed data through partial least square structural equation modeling (PLS-SEM). For this purpose, Smart-PLS software was used. The outcomes revealed that organizational health-oriented strategies positively enhance the employees' psychological wellbeing, trust, and job performance. Moreover, the results revealed that employees' psychological wellbeing and trust positively mediate the proposed relationships. This study found that perceived medical mistrust moderates the relationship between employees' psychological wellbeing and job performance. However, the findings revealed that perceived medical mistrust does not moderate the relationship between employees' trust and job performance. In addition, the present study's findings provide insights to the firms about the importance of health-oriented strategies. Moreover, this study's findings also serve the literature by providing important theoretical and practical implications.

Effects of Health Belief About COVID-19 on Knowledge Sharing: The Mediating Role of Self-Efficacy

While existing studies have explored factors that affect knowledge sharing among employees from different perspectives, there are still research gaps regarding whether health belief affects knowledge sharing among employees, specifically against the backdrop of the COVID-19 pandemic, and how such effects work. Thus, the purpose of this study is to determine the effect of bank employees' health beliefs about COVID-19 on knowledge sharing mediated by their self-efficacy. From the perspective of social cognitive theory and the health belief model, this study investigates whether employees' perception of susceptibility and severity of COVID-19 affects formal as well as informal knowledge sharing through knowledge sharing self-efficacy. A sample of 407 bank employees (200 women and 207 men) in China was used for the study. The formulated hypotheses were tested using structural equation modeling and bootstrapping. The results showed that employees' perceived susceptibility to COVID-19 significantly undermines formal and informal knowledge sharing self-efficacy. However, there was no significant difference in the extent of its indirect effects on formal and informal knowledge sharing. Further, employees' perceived severity of COVID-19 had no effect on knowledge sharing self-efficacy and on formal and informal knowledge sharing, which could have resulted from the COVID-19 outbreak in China.

Present and prospective research themes for tourism and hospitality education post-COVID19: A bibliometric analysis

Academic research in tourism and hospitality sector adds value directly to the way the industry grows and develops. Scholars in this area struggle with the pressures to publish in high ranking journals. The present study attempts to help doctoral students and tourism educators in identifying emerging themes in the tourism and hospitality arising out after COVID-19 pandemic. Using bibliometric analysis, five broad areas of emerging research themes are identified. Such research would further help managers, tourism related state administrators, and firm owners to recover from the devastating impact of COVID-19 on the industry across the world.

Trust in Institutions, Not in Political Leaders, Determines Compliance in COVID-19 Prevention Measures within Societies across the Globe

A core assumption often heard in public health discourse is that increasing trust in national political leaders is essential for securing public health compliance during crises such as the COVID-19 pandemic (2019–ongoing). However, studies of national government trust are typically too coarse-grained to differentiate between trust in institutions versus more interpersonal trust in political leaders. Here, we present multiscale trust measurements for twelve countries and territories across the West, Oceania and East Asia. These trust results were used to identify which specific domains of government and social trust were most crucial for securing public health compliance (frequency of mask wearing and social distancing) and understanding the reasons for following health measures (belief in effectiveness of public health measures). Through the use of linear regression and structural equation modeling, our cross-cultural survey-based analysis (N = 3369 subjects) revealed that higher trust in national and local public health institutions was a universally consistent predictor of public health compliance, while trust in national political leaders was not predictive of compliance across cultures and geographical regions. Institutional trust was mediated by multiple types of transparency, including providing rationale, securing public feedback, and honestly expressing uncertainty. These results highlight the importance of distinguishing between components of government trust, to better understand which entities the public gives the most attention to during crises.

Managing Covid-19 pandemic and supply chain disruptions through employee attitude: A cross-country analysis based on the transtheoretical model

In this paper, we examine the attitudinal changes and processes regarding Covid-19 guidelines through the lens of the Transtheoretical Model (TTM) among 932 employees in organisations within the emerging markets of China and Qatar, and the implications for the management of operations and supply chain disruptions. Exploratory and confirmatory factor analysis, and hierarchical multiple regression were conducted to validate our measures, confirm model fit, and verify the proposed hypotheses. Our findings reveal that attitude towards the guidelines differ between Chinese and Qatari samples, significantly stronger among the Chinese sample. The TTM dimensions explain a considerable amount of variance in attitude and self-efficacy. Self-efficacy further explains attitudinal changes. Firms should actively source and provide useful and accurate information about COVID 19, including pathological characteristics, propagation, prevention measures, and treatment. Besides, firms should promote the importance of following the guidelines, leaders should set examples, and encourage and empower employees to do so. With the right employee attitude and behavior, firms can manage pandemic-related disruptions within the organization and the supply chain.

The fear of being infected and fired: Examining the dual job stressors of hospitality employees during COVID-19

As the COVID-19 pandemic has posed grave threats to the financial and physical health of hospitality employees, this research unveils details of the dilemma experienced by hospitality employees during the pandemic, namely, their fear of becoming infected and fired. The research data were derived from a sample of 622 hospitality employees in the U.S. and analyzed using PLS-SEM as a new model of COVID-19 stressors are proposed and tested. The findings show that hospitality employees perceive the pandemic as a traumatic event that elevates their perceived job insecurity and infectious risk. It was also found that both job insecurity and infectious risk lead to increased job stress and turnover intentions, while job insecurity alone is a stronger predictor of turnover intentions. This study is among the first to examine the antecedents and consequences of the dual stressors encountered by public-facing occupations, including hospitality, during the pandemic.

Leader crisis communication and salesperson resilience in face of the COVID-19: The roles of positive stress mindset, core beliefs challenge, and family strain

The resilience of B2B sales forces is crucial in face of severe wide-ranging challenges during a crisis. This study aims to investigate the role of leader communication of the crisis in promoting salesperson resilience during the COVID-19. The data were gathered from 418 salespersons from 36 manufacturing firms in times of the COVID-19. The data were analyzed using multilevel structural equation modeling. The results demonstrated the positive relationship between leader crisis communication and salesperson resilience, mediated by salespersons' positive stress mindset. Family strain and core beliefs challenge were found to attenuate the positive linkage between leader crisis communication and salespersons' positive stress mindset. Theoretical and practical implications are presented. This study offers insights to help managers in B2B organizations better understand and implement mechanisms that can foster resilience among their B2B sales forces in the COVID-19 outbreak and other crises.

How Determinants of Employee Innovation Behavior Matter During the COVID-19 Pandemic: Investigating Cross-Regional Role via Multi-Group Partial Least Squares Structural Equation Modeling Analysis

The COVID-19 pandemic cropping up at the end of 2019 started to pose a threat to millions of people's health and life after a few weeks. Nevertheless, the COVID-19 pandemic gave rise to social and economic problems that have changed the progress steps of individuals and the whole nation. In this study, the work conditions for employees from Taiwan, Malaysia, and the Chinese mainland are explored and compared, and the relationship between support mechanisms and innovation behaviors (IB) is evaluated with a view of the social cognitive career theory. This study adopts the cross-sectional survey and purposive sampling to collect questionnaires. A total of 623 copies of a questionnaire from Taiwanese, 440 copies from Malaysians, and 513 copies from mainlanders were collected in this study to compare the three groups in developing employees' IBs. Smart-partial least squares for partial least squares structural equation modeling was applied in the structural model to conduct a verification of the hypotheses and comparative analysis in this study. According to the findings, compared with employees from the Chinese mainland, the Taiwanese and Malaysian samples show more significant paths regarding employee employability, IB, prior knowledge, perceived organizational support, self-efficacy, and job performance. Our results will offer more insights and advice concerning theories of human resource.

How Does Social Media Influence People to Get Vaccinated? The Elaboration Likelihood Model of a Person's Attitude and Intention to Get COVID-19 Vaccines

The global COVID-19 mass vaccination program has created a polemic amongst pro- and anti-vaccination groups on social media. However, the working mechanism on how the shared information might influence an individual decision to be vaccinated is still limited. This study embarks on adopting the elaboration likelihood model (ELM) framework. We examined the function of central route factors (information completeness and information accuracy) as well as peripheral route factors (experience sharing and social pressure) in influencing attitudes towards vaccination and the intention to obtain the vaccine. We use a factorial design to create eight different scenarios in the form of Twitter posts to test the interaction and emulate the situation on social media. In total, 528 respondents were involved in this study. Findings from this study indicated that both the central route and peripheral route significantly influence individually perceived informativeness and perceived persuasiveness. Consequently, these two factors significantly influence attitude towards vaccination and intention to obtain the vaccine. According to the findings, it is suggested that, apart from evidence-based communication, the government or any interested parties can utilize both experience sharing and social pressure elements to increase engagement related to COVID-19 vaccines on social media, such as Twitter.

Impact of Diversity Management on Employees’ Engagement: The Role of Organizational Trust and Job Insecurity

The frequent world changes raised by globalization, new technology development, and the increase in migration movements have generated an immensely diversified workforce. To face these challenges, managers started to seek the best strategies to effectively run this mixed environment and implement the leading diversity management policies for human resource management sustainability, which is also considered as very constructive in boosting employees’ performance, motivation, satisfaction, as well as their work engagement. Consistently, this paper examines the impact of service companies’ diversity management systems on employees’ engagement and the moderating role of organizational trust and job insecurity in that relationship. As we opted for a quantitative study, we managed a survey based on a questionnaire dedicated to 580 employees working in Hungarian companies, specializing in Marketing, Management consulting, IT, and logistics services, to effectively assess the hypothesis concluded from the literature review. With the use of structural equation modeling (SEM) as a data analysis tool, our findings reveal that diversity management has a positive significant effect on Employees’ engagement and that organizational trust and job insecurity truly and significantly mediate that association. Along with social exchange theory, our research contributes to affirming that by implementing proper diversity management practices and by ensuring a trustworthy environment and outstanding work conditions, managers are constructively able to assist their employees, raise their involvement, and minimize the level of job insecurities.

The Negative Effect of Job Insecurity in the Virtuous Cycle Between Trust in the Organization, Subjective Well-Being, and Task Performance in the Current Volatility, Uncertainty, Complexity, and Ambiguity Context

Over the past decade, job insecurity referring to the employees' perceived threat to the continuity and stability of employment as it is currently experienced has become a hot topic. A general assumption, supported by the findings, is that job insecurity causes far-reaching negative consequences for the employee health and well-being, attitudes toward organization and the job, and behaviors at work. However, the focus on behavioral outcomes, especially on employee performance at work, is still scant. Moreover, the literature remains fragmented concerning the impact of job insecurity on employee trust in the organization and how the trust influences employee subjective well-being (SWB), which in turn affects employee performance. Consequently, the link between job insecurity and SWB needs more investigation. Trying to narrow the gap, the paper aims at revealing the linkage between job insecurity, trust in the organization, SWB, and task performance. Quantitative data were collected in Lithuania. As predicted, the results revealed that job insecurity had a negative impact on trust in the organization and employee SWB. In case of linkage between job insecurity and task performance, the hypothesis was rejected. In general, these findings affirmed that job insecurity was a hindrance stressor, which needed to be considered when managing human resources in the current volatility, uncertainty, complexity, and ambiguity context.

Are airline workers planning career turnover in a post-COVID-19 world? Assessing the impact of risk perception about virus infection and job instability

Airline workers have been suffering risks of job instability and virus infection since the outbreak of COVID-19. This research developed a novel framework explicating airline workers' career turnover decision formation by considering the influence of perceived risks of virus infection and job instability during the COVID-19. A quantitative approach using a survey method was utilized to attain research goals. Our empirical findings revealed that airline image, attitude, and commitment have a significant influence on employee career turnover intention. Both attitude and commitment were identified as essential mediators. In addition, perceived risks of virus infection and job instability significantly moderated the relationships among attitude, commitment, and employee career turnover intention. The effectiveness of the proposed theoretical framework for career turnover intention was demonstrated. Our findings help researchers and entrepreneurs find effectual ways to lower competent workers’ career turnover and raise their approach behaviors in a post-COVID-19 world.

Perceived Decrease in Workplace Security Since the Beginning of the COVID-19 Pandemic: The Importance of Management Styles and Work-Related Attitudes

The coronavirus disease 2019 (COVID-19) pandemic has reduced the sense of security of people in everyday life. The efforts of managers in the workplace to minimize the health risks and economic damage, however, can provide the employees with a greater sense of security. The aim of this study was to identify the types of workplace responses to the pandemic outbreak with respect to the characteristics of employees and their employers accomplishing the differences in subjective sense of workplace security before the pandemic and during the outbreak. Three hundred and thirty-seven Polish employees completed an online survey during the first 2 weeks of the COVID-19 pandemic in March 2020. Using the cluster analysis, we identified four subgroups of employees differing in their sense of workplace security, work-related psychological factors, and perceived management styles of their supervisors. Employees led by developers and executive managers sustained a high sense of work security and positive attitude to work, while those led by compromisers and deserter managers suffered from the highest drop of subjective security. In this study, we proposed how employees can be protected from overreactions and unnecessary panic in a time of global crisis by virtue of the psychological competences of their supervisors and employers.

How does career future time perspective moderate in the relationship between infection anxiety with the COVID-19 and service behavior among hotel employees?

The COVID-19 pandemic has had far-reaching impacts on the hospitality industry and its employees. The purpose of this study was to explore the effects of infection anxiety with COVID-19 (IAWC) on employee motivation and work behaviors. This study proposes and examines a model predicting that IAWC has indirect effects on service and helping behaviors via intrinsic motivation. Furthermore, we expect that career future time perspective mitigates the harmful effects of IAWC on service and helping behaviors. We tested our moderated mediation model using data collected from multiple time points and multiple resources (i.e., hotel employees and their corresponding supervisors). The results show that IAWC indirectly influences service and helping behaviors via intrinsic motivation. In addition, career future time perspective moderated the effects of IAWC, such that the indirect effects of IAWC were weakened when employees' career future time perspective was high. This study extends our understanding of the impacts of IAWC on hospitality employees and the buffering effects of career future time perspective. The theoretical and practical implications of this study are discussed.

We Trust You! A Multilevel-Multireferent Model Based on Organizational Trust to Explain Performance

This study tests organizational trust as the psychosocial mechanism that explains how healthy organizational practices and team resources predict multilevel performance in organizations and teams, respectively. In our methodology, we collect data in a sample of 890 employees from 177 teams and their immediate supervisors from 31 Spanish companies. Our results from the multilevel analysis show two independent processes predicting organizational performance (return on assets, ROA) and performance ratings by immediate supervisors, operating at the organizational and team levels, respectively. We have found evidence for a theoretical and functional quasi-isomorphism. First, based on social exchange theory, we found evidence for our prediction that when organizations implement healthy practices and teams provide resources, employees trust their top managers (vertical trust) and coworkers (horizontal trust) and try to reciprocate these benefits by improving their performance. Second, (relationships among) constructs are similar at different levels of analysis, which may inform HRM officers and managers about which type of practices and resources can help to enhance trust and improve performance in organizations. The present study contributes to the scarce research on the role of trust at collective (i.e., organizational and team) levels as a psychological mechanism that explains how organizational practices and team resources are linked to organizational performance.