Purpose The purpose of this paper is to extend knowledge about theoretical explanations of the job insecurity-performance relationship. Specifically, the authors examine how and why job insecurity is negatively associated with task and contextual performance (i.e. organizational citizenship behavior) and whether organizational identification may account for these relationships. Design/methodology/approach The mediational hypotheses were examined using structural equation modeling in a heterogeneous sample of Italian employees. Findings Consistent with social identity theory, results show that job insecurity is related to reduced levels of identification with the organization and, consequently, to low task and contextual performance. These findings suggest that employees’ behaviors in job insecure contexts are also driven by evaluations about the perceived belongingness to the organization. Practical implications The research supports initial evidence that it is possible to prevent low performance resulting from job insecurity by designing interventions to boost organizational identification. By ensuring a sense of belonging and providing a positive basis for employees’ social identity, managers may increase involvement and attachment to the organization. Originality/value This study provides a deeper understanding of behavioral reactions to job insecurity and adds a path unexplored so far, by introducing a theoretical perspective from social psychology. Job insecurity may represent a specific condition that leads organizational identification to be a key mechanism for employees and their behaviors.

Purpose\ud – Employees need to feel secure to perform their job effectively, therefore job insecurity has an effect on organizational citizenship behaviour (OCB) and job performance; however, some organizational attitudes may reduce these negative effects. The purpose of this paper is to investigate the mediating role of organizational identification (OID), as a process underlying the relationship between qualitative job insecurity, OCB and job performance.\ud \ud Design/methodology/approach\ud – Using social exchange theory (SET) and social identification theory (SIT), this study reports the responses of 201 white and blue collar Italian employees. Data were collected through a self-report questionnaire that used standard scales on qualitative job insecurity, OID, OCB and job performance.\ud \ud Findings\ud – Results of structural equation modelling revealed that the effect of job insecurity on OCB and job performance was completely mediated by OID. Fit indices of mediated model are very good and indirect effects, by bootstrapping, are significant.\ud \ud Research limitations/implications\ud – The research design was cross-sectional, and thus, cause-effect relationships cannot be discerned.\ud \ud Practical implications\ud – Organizations may address HRM policies to reduce job insecurity (e.g. through actions to organizational communication), and to increase OID (e.g. involving workers to the decision-making process and promoting team work).\ud \ud Originality/value\ud – For the first time in a Western context, OID was tested as mediator in order to explain the relationship between job insecurity, OCB and job performance. Furthermore, Drawing on SET, this study tried to integrate SIT to explain behavioural responses to job insecurity

In the last decades, research on the relationship between contract type, job insecurity and\ud outcomes has been constantly increasing. Previous evidence indicated that job insecurity\ud moderates the impact of contract type (permanent vs temporary) on job satisfaction. The present\ud study aims to investigate these relationships considering two facets (intrinsic and extrinsic) of\ud job satisfaction and psychological contract violation as mediator, in the mediated moderation\ud model. Participants were 638 employees of different Italian organizations, with open-ended\ud or fixed-term contract. As hypothesized, results indicated that job insecurity moderates the\ud relationship between contract type and intrinsic and extrinsic job satisfaction differently for\ud contract type. The job insecurity effects were more negative for permanent workers regarding\ud intrinsic job satisfaction and more negative for temporary workers regarding extrinsic job satisfaction. The mediated moderation analyses supported the study’s main hypothesis, pointing\ud out that psychological contract violation negatively mediated the interaction effects

Job insecurity is recognized as one of the most prominent job stressors for employees. Despite decades of research, the concurrent examination of both quantitative (i.e. perceived threat of job loss) and qualitative (i.e., perceived threat of losing some job features) job insecurity and the analysis of their different relationships with well-being at work have received relatively scarce attention. This study examined a moderated mediation model of the relationship between quantitative job insecurity and well-being at work. In doing so, the focus was on the mediating effects of qualitative job insecurity and the moderating effects of self-esteem in the abovementioned relationships. Drawing from Warr's model, four indicators of well-being at work were included (i.e., vigor, emotional exhaustion, job satisfaction and psychological symptoms) offering a more detailed analysis of the consequences of job insecurity. A sample of 751 Italian employees participated in a self-report questionnaire. Results showed that qualitative job insecurity fully mediated the effects of quantitative job insecurity on outcomes. Concerning job satisfaction, the conditional indirect effect of quantitative job insecurity varied significantly on the basis of selfesteem, showing the moderating role of the latter variable. These findings provided additional evidence of the different role of job insecurity dimensions on well-being in workplaces. Moreover, the overall moderated mediation analysis provided new insights about the buffering role of selfesteem. Finally, implications for human resource management and stress management were provided.

One of the more visible effects of the societal changes is the increased feelings of uncertainty in the workforce. In fact, job insecurity represents a crucial occupational risk factor and a major job stressor that has negative consequences on both organizational well-being and individual health. Many studies have focused on the consequences about the fear and the perception of losing the job as a whole (called quantitative job insecurity), while more recently research has begun to examine more extensively the worries and the perceptions of losing valued job features (called qualitative job insecurity). The vast majority of the studies, however, have investigated the effects of quantitative and qualitative job insecurity separately. In this paper, we proposed the Job Insecurity Integrated Model aimed to examine the effects of quantitative job insecurity and qualitative job insecurity on their short-term and long-term outcomes. This model was empirically tested in two independent studies, hypothesizing that qualitative job insecurity mediated the effects of quantitative job insecurity on different outcomes, such as work engagement and organizational identification (Study 1), and job satisfaction, commitment, psychological stress and turnover intention (Study 2). Study 1 was conducted on 329 employees in private firms, while Study 2 on 278 employees in both public sector and private firms. Results robustly showed that qualitative job insecurity totally mediated the effects of quantitative on all the considered outcomes. By showing that the effects of quantitative job insecurity on its outcomes passed through qualitative job insecurity, the Job Insecurity Integrated Model contributes to clarifying previous findings in job insecurity research and puts forward a framework that could profitably produce new investigations with important theoretical and practical implications.