The question of how job insecurity affects workplace behaviors has been the source of debate in the academic literature as well as in the popular press. The current study leverages and expands ideas from the Conservation of Resources theory about resource investment to examine how and when job insecurity is associated with behaviors indicative of promotive or protective job preservation strategies aimed at social or task targets. We present two studies. The first study takes a longitudinal approach to examine the bidirectional relationships between job insecurity and job performance, counterproductive work behaviors, knowledge hiding, and self-presentation ingratiatory behavior. The second study examines job preservation motivation as a mechanism linking job insecurity to these work behaviors, and it considers specific elements of threats as moderators (i.e., perceived threat controllability, perceived threat proximity). Together these studies suggest that job insecurity is associated with strategic behavior when employees are facing proximal threats to their jobs; however, these efforts are rarely in the best interest of organizations.

The COVID-19 pandemic is a unique transboundary crisis which has disrupted people’s way of life more dramatically than any event in generations. Given the ambiguity surrounding the end of the COVID-19 pandemic and its enduring negative effects, it is important to understand how this has affected important future of work trends. The aim of the current paper is to assess the impact of the COVID-19 pandemic on commonly discussed future of work trends relevant to occupational safety and health priority areas. These topics include work arrangements, compensation and benefits, and the organization of work. For each topic, we assess trends leading up to the COVID-19 pandemic, discuss the impact of the pandemic on these trends, and conclude with implications for research and practice. Overall, the pandemic appears to have both accelerated and disrupted various trends associated with future of work topic areas. These effects are discussed in terms of implications for both policymakers and organizations.

Aims Identify and examine drivers of nurse manager competency and high‐quality practice environments. Background Nurse managers are a key predictor of positive professional practice environments, which are, in turn, associated with nurse, patient, and organisational outcomes. However, little work has examined the factors that contribute to nurse manager competency. Methods Nurse managers completed online surveys, which were matched to unit‐level aggregate data of their subordinate direct care nurses' responses on the National Database of Nursing Quality Indicators. This resulted in a final sample of 541 nurse managers across 47 U.S. hospitals. Multilevel path analysis was utilized to assess a model of the antecedents and consequences of nurse manager competency. Results Nurse manager competency and practice environments were predictive of missed nursing care and nurse‐reported quality of care. Nurse manager experience was found to have twice the effect on competency as advanced education. Conclusions Nurse manager competency and its downstream effects are achieved through nurse manager experience and advanced education. Implications for Nursing Management Nurse manager competency yields better practice environments and nursing care. Considering the influence of experience, careful attention should be paid to the competency development process of more novice nurse managers.

Precarious work captures the structural, financial, and social conditions that make work uncertain/unstable and workers vulnerable to mistreatment at work. Building on the idea that precarious work limits agency and engenders fear, we examined whether precarious workers were more likely to attend work while ill in general and, more specifically, while having the COVID-19 virus (i.e., presenteeism). We also examined whether precarious work is a risk factor for sending children to daycare/school while ill. In a multi-wave prospective study in the United States, we surveyed 300 employees working fully on-site (i.e., in person) during the COVID-19 pandemic. At each survey wave, 5-7% reported going to work with a confirmed/possible COVID case, 9-10% reported going to work despite a close contact with a confirmed/possible COVID case, and 11-15% reported sending a child to school or daycare sick. Multiple regression results revealed that worker vulnerability at Wave 1 (August 27-September 4, 2020) significantly predicted three types sickness presenteeism over the subsequent three weeks (measured by number of days): general presenteeism (going to work sick), presenteeism with confirmed or suspected case of COVID, and going to work when a contact had a case of COVID. Affective job insecurity significantly predicted secondary presenteeism, specifically sending a sick child to school or daycare. Our results further revealed that personal benefit from the organization's COVID policies significantly moderated the relation between affective job insecurity and secondary presenteeism. These findings suggest that precarious work is a risk factor to virus spread.

In the context of a global pandemic, the need for reliable analysis of qualitative data in healthcare has never been more pressing. Open-ended questions are a feasible way for both researchers and organizational stakeholders to gain deeper insight into complex situations when timely research is needed. However, the interpretation of brief, textual responses can prove problematic. Both manual and automated/ semiautomated methods of coding qualitative data have been associated with errors and costly temporal delays. Data obtained from the qualitative analysis of openended questions have been questioned for lacking robust insights. The present article introduces an innovative, manual, team-based method of analyzing responses to open-ended survey questions. This method was developed and implemented at the outset of the COVID-19 pandemic to understand the needs of nurses and their perceptions of organizational strategies that were implemented to address pandemic-related challenges. This framework utilizes a dedicated project management structure, general purpose software for data collection and analysis, frame-ofreference training designed for an interdisciplinary team of coders, and data analysis procedures that align with qualitative content analysis procedures. In concert, these techniques empower researchd team members with varying backgrounds and disparate levels of experience to provide unique human insights to data analysis procedures, refine the coding process, and support the abstraction of meaningful themes that were used to prioritize organizational strategies and further support nurses as the pandemic progressed.