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Purpose The present study examined the relations of job insecurity with pay and incentive satisfaction and the role of overall justice in these relationships. Design/methodology/approach The authors surveyed employees of an industrial equipment sales firm located in the Southeastern United States. Surveys were completed by 151 employees using instruments assessing job insecurity, overall justice, pay satisfaction, and incentive satisfaction. Findings The study results indicated job insecurity is negatively related to both pay and incentive satisfaction. Further, the study found that overall justice mediated the job insecurity to pay satisfaction relationship, but not the job insecurity to incentive satisfaction relationship. Research limitations/implications Because overall justice only explained the job insecurity-pay satisfaction relationship, future research should examine other potential mediators to better understand these disparate effects when compared with incentive satisfaction. Future research should also examine our model with a larger sample using a time-lagged design to further mitigate the limitations of the study. Practical implications The results of this study suggest that employees who contain a strong fear of job loss tend to experience reduced pay and incentive satisfaction levels. Managers should do what they can to limit the impact of job insecurity on these attitudes and provide additional training to employees in coping strategies so that they might better deal with the job insecurity stressor. Originality/value Integrating the literatures on stress appraisal and organizational justice, the empirical model provides understanding of how job stressors and perceptions of organizational justice influence pay and incentive satisfaction.

Organizational change remains one of the challenging concepts for students in leadership and organizational behavior classes to internalize if they have not experienced it directly. This exercise serves as a means for simulating the change process through a firsthand experience of change at a personal level. The assignment involves students choosing to experience a personal change (e.g., abstaining from a habit) for 3 weeks, maintaining a log of daily experiences, and writing a summary of the takeaways from their experience. Most of the students find it challenging to complete the task successfully (i.e., maintain total abstinence), which contributes to a lively follow-up discussion on successfully leading change and gives the students an opportunity to understand various challenges related to change implementation. This exercise can be used with a range of graduate and undergraduate courses in management curricula as well as in other leadership development programs.

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PurposeThe authors test the daily perceived supervisor support (PSS) to job engagement relationship with respect to employees' extra-role displays. Additionally, the authors propose employees' turnover intentions (TIs) to minimize these indirect effects when high.Design/methodology/approachIn Study 1, employees in a field sample responded to a repeated survey spanning ten days to test the proposed model. Study 2, then, used a scenario-based experiment with online panelists as a further test of the model.FindingsDaily job engagement was found to mediate the relationships of daily PSS with OCBI, where high TI reduced this indirect effect in Study 1. Similar indirect and conditional indirect effects were supported for OCBI and OCBO likelihood in Study 2.Practical implicationsThe paper highlights the importance of supervisors' ongoing supportive behaviors extended to their subordinates along with an awareness of employees' TI behavioral signals.Originality/valueThis study adds to research examining the reinforcing nature of PSS on employees' engagement and subsequent citizenship behavior. It also offers a potential boundary condition to such indirect effects by proposing TI as influencing such daily motivational effects.