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PurposeThis exploratory study aims to examine the usefulness of distinguishing between the cognitive and emotional components of job insecurity.Design/methodology/approachThis cross‐sectional survey study was undertaken in a sample of 600 civil servants. A series of regressions are employed to test proposed hypotheses.FindingsResults support the treatment of the components of job insecurity as separate variables. The cognitive and emotional components differed in their associations with predictors and consequences. Locus of control and employment dependence moderated several relationships. For example, employment dependence moderated the relationship between job insecurity and job loss strain.Research limitations/implicationsThe study design was cross‐sectional and, thus, cause‐effect relationships cannot be discerned. Also, since it was undertaken in the public sector, it needs to be cross‐validated in the private sector so that the generalizability of its results can be established. The study points to the utility of separately measuring the components of job insecurity in future research. Also, the role of employment dependence deserves further study given its role as a predictor of job loss strain and as a significant moderator variable.Practical implicationsIn supporting the treatment of job security and job loss strain as separate variables, this study suggests that one should consider how to reduce the negative effects of a lack of job security on job loss strain. This is especially important since job loss strain is associated with negative psychological and physiological symptoms. In today's rapidly changing environment, people who feel they have limited extra‐organizational opportunities appear to be particularly vulnerable. Human resource management practices that enhance employee mobility may help to manage their sense of dependence.Originality/valueThis paper addresses two major gaps in the job security literature: it develops a comprehensive model using a two‐component approach to job insecurity; and investigates the potential role of employment dependence as both a cause of insecurity's components and a moderator in the causes → insecurity → consequences model.

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This paper investigates recruitment and mobility patterns, and builds and tests a model that predicts voluntary turnover. The findings include why current employees joined, their motivations and problems in seeking posi tions once in the public service, and issues in transition management. The model found that promotion stress and commitment were primary causes for seeking new positions. However, this search favored remaining in the civil service. The model also suggested the importance of supervisory support in addressing a number of career issues. Implications are drawn for meeting challenges including recruiting and retaining the "new age" employee, and managing the more calculative relationship between employee and organization.T his article is concerned with recruiting, mobility patterns, exploring organiza tional conditions that influence career dimensions such as promotion stress, and predicting intended turnover. Human resource management is challenged by demographic trends as "baby boomers" approach retirement to be replaced by "new age" employees, and labor demand exceeds supply, exacerbating existing con cerns about the age distribution within the civil service. 1 These trends magnify the effects of an increasingly calculative individual -organization relationship, and con cerns about career security and mobility, including voluntary turnover. 2 Understand ing career issues helps in developing and retaining employees and, by improving practices, contributes to organizational image and the ability to attract applicants.A brand evokes emotional and rational expectations of a product or service, and provides information that distinguishes the brand from its competitors (e.g. the Nike logo in sports products) .3 The brand concept, extended to human resource practices, enables organizations to differentiate themselves from their competitors in the labour market. For example, 3 M supports its innovation strategy through such HR practices as allowing individuals to devote up to 15% of their time on their own projects. These practices, publicized through the media, facilitate recruiting applicants attracted by such work environments. Moreover, organizations may seek to change public per ceptions about the reality of their human resource practices and the nature of the work environment. To be effective, branding must reflect the reality of the work envi-