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Considering the mixed results of the relationship between job insecurity and job performance, this study investigated the interaction effect of job insecurity and job embeddedness on job performance and examined the mediating role of affective commitment from the perspectives of conservation of resources theory and social exchange theory. A survey of 725 contract employees from two Chinese private manufacturing companies revealed that when employees had high levels of job embeddedness, job insecurity was significantly and positively related to job performance. In contrast, job insecurity was significantly and negatively related to job performance when there were low levels of job embeddedness. Furthermore, the results indicated that affective commitment mediated the interaction effect. The above conclusions not only illustrate the important role of job embeddedness in the relationship between job insecurity and job performance but also provide beneficial ideas and information to organisations and employees for managing job insecurity.

While job insecurity has a wide range of negative effects on employees’ work attitudes and behaviors, scholars still know little about its impact on leaders. Drawing from conservation of resources theory, we developed and tested a theoretical model that links job insecurity and transformational leadership behavior. This model explores the mediating role of emotional exhaustion and the moderating role of leaders’ trait mindfulness in influencing the mediation. Results from data that were collected at two time points from 161 leader–follower dyads in various Chinese organizations showed that job insecurity is negatively related to transformational leadership behavior through increased emotional exhaustion. Moreover, the positive relationship between job insecurity and emotional exhaustion as well as the negative indirect effect of job insecurity on transformational leadership behavior via emotional exhaustion are weaker for leaders with high levels of trait mindfulness. Implications for research and practice are discussed.

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This study explored how leader–member exchange (LMX) affects employee turnover intention through the mediation of relational and organizational identification, and through the moderating role of leader competence in the relationship between LMX and relational identification. Study 1 explores the indirect effect of LMX on employee turnover intention through relational and organizational identification by analyzing data collected from 210 employees in China at two points in time. Study 2 explores the moderating role of leader competence in the relationship between LMX and relational identification by analyzing data collected from 872 employees in China. The results show that LMX affected employee turnover intention through the serial mediation of relational and organizational identification, and that leader competence moderated the relationship between LMX and relational identification. Our findings provide implications for research on employee turnover intention and identification. Limitations and future research directions are also discussed.