Job security matters: A systematic review and meta-analysis of the relationship between job security and work attitudes

A cross-cultural analysis of spiritual transcendence and its impact on job satisfaction, job security, and life satisfaction in Bali and Türkiye: mediator effect of earthquake anxiety

Earthquakes are considered as a major factor causing PTSD, anxiety, and depression across various age groups. Increased anxiety stemming from earthquakes may prompt individuals to turn to spirituality as a coping mechanism, with spiritual transcendence believed to be an effective way to mitigate anxiety. In this study, Bali, which has a Far Eastern spiritual tradition, and Türkiye, the majority of whose population is Muslim, are discussed comparatively. In fact, the underlying reason for this choice is to examine whether there is a difference between Hindu belief, one of the Far Eastern religions as a spiritual tradition, and Islam, one of the monotheistic religions, regarding individuals' ability to manage anxiety and some basic psychological reactions to the fear of earthquakes. An example of Bali's Hindu tradition has been considered a representation of the Islamic tradition, one of the monotheistic religions in Türkiye. Given this phenomenon, the study took a quantitative approach, giving a novel conceptual framework for understanding the relationship between spiritual transcendence, seismic fear, job satisfaction, job security, life satisfaction, and the moderating influence of optimism. Empirical data were acquired via surveys issued via Google Form to a total of 913 workers in Bali and Türkiye. The research data were analyzed using SmartPLS software and a structural equation modeling technique. Findings indicate that earthquake anxiety and the impact of spiritual transcendence on satisfaction and job security are stronger in Bali than in Türkiye. Additionally, spirituality holds greater significance for the Balinese sample compared to the Turkish sample. The study clarifies the implications of its findings and provides guidance for future research endeavors.

The Importance of the School Functioning as an Organization and Teachers’ Work-Related Well-Being for Teachers’ Organizational Commitment

The successful functioning of any organization depends on one of the most important factors – employees’ organizational commitment. As the modern education system strives to establish the school as an effective organization, it is important to investigate what psychological factors are associated with greater teachers’ organizational commitment. The aim of this study was to determine the implications of the school functioning as an organization and teachers’ wok related well-being for teachers’ organizational commitment. In this study participated 292 teachers. The factors of the school functioning were measured by the Organisational Diagnosis Questionnaire (Preziosi, 1980). Teachers’ work-related well-being was analysed as a continuum of job satisfaction and job insecurity. One of the subscales of the Michigan Organizational Assessment Questionnaire (Cammann et al., 1975) was used to measure job satisfaction. Job insecurity was measured with the Job Insecurity Scale (De Witte, 2000). Teachers’ organizational commitment was measured by the Organisational Commitment Scale (Balfour & Wechsler, 1996). The correlation analysis of the variables revealed that all the factors of the organizational functioning have statistically significant strong positive relationships. It was found that teachers’ work-related well-being is related to the school functioning factors. Teachers’ organizational commitment is related to both teachers’ work-related well-being and organizational functioning factors. A multivariate linear regression analysis found that 35.2 % of teachers’ organizational commitment was predicted by their job satisfaction, relationships, principals’ leadership and teachers’ perceived job insecurity.

Job Insecurity and Intention to Quit: The Role of Psychological Distress and Resistance to Change in the UAE Hotel Industry

Hotel organizations today are in a state of constant change due to high competition, the emergence of pandemics, and cyclical economic crises. Hospitality employees are currently affected by job insecurity. The purpose of this research was to investigate the effect of job insecurity on intention to quit among hospitality workers, integrating the mediating effect of psychological distress and resistance to change and their mutual relationship. A total of 312 surveys were completed in four four- and five-star hotels in the UAE (Dubai and Sharjah). The SmartPLS 4 software was used to test the hypotheses in a mediation model with the bootstrapping method. The results showed that all of the direct links were positive and significant, and mediating relationships were confirmed. This study found that job insecurity predicts intention to quit through psychological distress and resistance to change acting as mediators, and these factors themselves also impact significantly on intention to quit. Resistance to change is impacted significantly by job insecurity and psychological distress, which suggests that a deeper approach to employees' resistance to change should be taken, especially when conducting performance appraisals in the hotel industry, by searching for its roots and aiming to minimize employees' intention to quit.

Commitment is the key: a moderated mediation model linking leaders' resources, work engagement, and transformational leadership behavior

The present study aims at gaining insights into the underlying mechanisms leading from leaders' resources to their transformational behavior. Based on the Job Demands-Resources theory, we hypothesized that leaders' personal (self-efficacy) and job (role clarity) resources eventually enhance their performance, more specifically their transformational leadership, through fostering work engagement. Further, we proposed that the link between work engagement and transformational behavior is moderated by leaders' affective commitment, drawing on Social Identity Theory. Data was collected from N = 216 German leaders in 2020 via an online survey. Hypotheses were tested by applying a moderated mediation model linking resources, engagement, commitment, and leadership behavior. The problem of potential endogeneity was further addressed. As predicted, both self-efficacy and role clarity enhanced leaders' transformational behavior, mediated through work engagement. The relationship between leaders' work engagement and performance was stronger when they felt a strong belonging and emotional attachment to their organization, that is, high affective commitment.

Digitalisation and Employees' Subjective Job Quality in the Second Half of Working Life in Germany

Since digitalisation alters occupational task profiles via automation processes, job quality is also likely to be affected. While existing literature mainly focusses on objective job quality, this study asks if and how digitalisation is associated with employees' subjective job quality in the second half of working life in Germany. Analyses are based on the German Ageing Survey 2014. Our sample includes n = 1541 employees aged 40-65 years who are subject to social insurance contributions. Subjective job quality is operationalised with regards to job satisfaction and perceived occupational stress in general, and ten aspects of job quality in detail. Digitalisation is approximated by substitution potentials of occupations. We control the association for compositional effects in the workforce, as well as for the moderating effect of perceived job insecurity. The results indicate that digitalisation is predominantly beneficial but also unfavourable in a few other respects for employees' subjective job quality. The higher the degree of digitalisation, the higher is the employee's general job satisfaction on average; for general perceived occupational stress, we find no significant association. Regarding single aspects of subjective job quality, employees working in more digitalised occupations are found to report on average higher satisfaction with working hours and earnings, and lower levels of stress due to tight schedules. However, they also report higher levels of stress due to negative environmental factors.

SUPPLEMENTARY INFORMATION

The online version contains supplementary material available at 10.1007/s11205-021-02854-w.

COVID-19 and the New Normal of Organizations and Employees: An Overview

The COVID-19 pandemic has hit organizations and employees in every sector worldwide in unprecedented ways. It became extremely difficult for organizations and employees across sectors to operate under increased mobility restrictions. The pandemic effectively disrupted previous operational models and imbued changes such as telework and digital adoption that are pervasive and may potentially last beyond the pandemic. Amid these circumstances, it was essential to ask how organizations and employees will sustain themselves in the post-COVID-19 ”new normal”. Although so much research is conducted about COVID-19, there is no comprehensive view of the changes at the meso (organizational) and micro (individual) levels. This article aims to explain this using the emergency-learning-institutionalization-new normal (ELIN) framework, which is based on the timeline of the pandemic. The article aims to bring forth the overall trends in how organizations and employees are adapting to the pandemic, the lessons they have learned, and how they will change and adapt in a post-COVID-19 “new normal”. We have analyzed existing policy papers, articles published in business, public administration, nonprofit journals, and other studies to achieve this. We find an increasing trend towards the adoption of telework and digital tools at both meso- and micro-levels. The effective implementation of telework policies and digital transformation plans at the meso-level will ensure the sustainability of organizations and jobs in the new normal. Although these trends vary across sectors and within and across countries, there is an overall increase in the flexibility of organizations and employees in adopting new solutions, making them more open to innovation. The article makes important recommendations for organizations to make these transitions more sustainable in the medium and long term.

A Meta-Analysis of Job Insecurity and Employee Performance: Testing Temporal Aspects, Rating Source, Welfare Regime, and Union Density as Moderators

Previous research has shown that job insecurity is linked to a range of performance outcomes, but the number of studies exploring this relationship is still limited and the results are somewhat mixed. The first aim of this study was to meta-analytically investigate how job insecurity is related to task performance, contextual performance, counterproductive work behavior, creativity, and safety compliance. The second aim was to test two method-related factors (cross-sectional vs. longitudinal associations and self- vs. supervisor-ratings of performance) and two macro-level indicators of social protection (social welfare regime and union density) as moderators of these associations. The results show that job insecurity was generally associated with impaired employee performance. These findings were generally similar both cross-sectionally and longitudinally and irrespective of rater. Overall, the associations between job insecurity and negative performance outcomes were weaker in welfare regimes characterized by strong social protection, whereas the results concerning union density produced mixed results. A majority of the findings confirmed the negative associations between job insecurity and types of employee performance, but future research is needed to elaborate on the effects of temporal aspects, differences between ratings sources, and further indicators of social protection in different cultural settings in the context of job insecurity.

A Motivational Perspective on Job Insecurity: Relationships Between Job Insecurity, Intrinsic Motivation, and Performance and Behavioral Outcomes

As a result of the global economic recession over the past decade, employees have been exposed to constant threats of job insecurity. Despite having conducted extensive research on job insecurity, scholars have paid little attention to the motivational processes underlying employees' reactions to job insecurity. The purpose of the present study is to examine the relationship between job insecurity, intrinsic motivation, and performance and behavioral outcomes. Drawing on self-determination theory (SDT), we propose a mediated relationship in which job insecurity decreases intrinsic motivation, which, in turn, undermines job performance, organizational citizenship behavior (OCB), and change-oriented OCB. To test our propositions, we collected survey-based data from 152 R&D professionals employed in a South Korean manufacturing company. As predicted, job insecurity was negatively related to intrinsic motivation, which, in turn, had a positive relationship with all three outcomes. Furthermore, job insecurity exerted significant indirect effects on job performance, OCB, and change-oriented OCB through intrinsic motivation. These findings affirm SDT, which posits that motivation, as a key intermediary process, affects employees' reactions to job stressors.