An Explanatory Model of Job Insecurity and Innovative Work Behavior

Niesen, Wendy; Witte, Hans De; Battistelli, Adalgisa

doi:10.1002/9781118713860.ch2

Cited by 25 publications

(13 citation statements)

References 66 publications

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“…Reduced performance might increase the risk of involuntary turnover, as employees may not live up to the standards of the organization, which in turn might affect job insecurity (cf. Niesen et al, 2014). Investigating this dynamic process of job insecurity and rumination about job insecurity is in line with the spiral loss hypothesis proposed by COR.…”

Section: Limitations and Future Studiessupporting

confidence: 78%

“…As a result, the organization may end up with employees who either do not believe they can get another job or do not have a strong profile (Aronsson and Göransson, 1999). This may have severe consequences for the organizational performance, as the competitiveness of organizations today, with only small marginals between organizations, strongly depends on the creativity and knowledge of employees (Niesen et al, 2014). In addition, this study made an important contribution to the job insecurity literature by investigating a new mechanism that explains the relationship between job insecurity and actual turnover.…”

Section: Discussionmentioning

confidence: 99%

“…We propose rumination about job insecurity as an explanatory factor underlying this relationship (cf. Niesen et al, 2014). Rumination about job insecurity represents a specific type of work-related rumination: Employees repetitively think about and dwell on the potential loss of their job.…”

Section: Rumination About Job Insecurity As a Mediating Mechanismmentioning

confidence: 99%

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Job Insecurity and Subsequent Actual Turnover: Rumination as a Valid Explanation?

2020

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Job insecurity is a work stressor with many negative consequences for the individual as well as the organization. However, currently, little is known about why job insecurity is related to these outcomes. In the present study, actual turnover was investigated as a possible consequence of job insecurity. Additionally, rumination about a possible job loss (i.e., the act of intensified thinking about the future of the job) was investigated as an explanatory mechanism. Relationships were tested using longitudinal data from a sample of 699 Belgian employees. Results of structural equation modeling analyses show that job insecurity was related to turnover 1 year later. This relationship was mediated by rumination about job insecurity. Actual turnover was investigated over time as a potential consequence of job insecurity, compared to many studies that used turnover intention as a proxy to predict actual turnover. Moreover, a job insecurityspecific mechanism-namely, rumination about job insecurity-was studied, which increased our understanding of how job insecurity develops into its consequences.

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Section: Limitations and Future Studiessupporting

confidence: 78%

Section: Discussionmentioning

confidence: 99%

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Job Insecurity and Subsequent Actual Turnover: Rumination as a Valid Explanation?

2020

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“…In order to offset these negative emotions and perceptions, threat‐rigidity theory expects that managers will respond by turning to domains over which there is greater organizational control (Chattopadhyay et al, 2001). These responses – or: threat‐consistent behaviors – tend to set in motion mechanisms that discourage employee empowerment and innovation (Niesen et al, 2014). Staw et al (1981) identify the following mechanisms that are induced by threats and are characteristic of rigid organizations (see Figure 1).…”

Section: Theoretical Frameworkmentioning

confidence: 99%

Do reputational threats influence the rigidity of US agencies? A dynamic panel data approach

Boon,

Wynen,

Verhoest

2023

Public Administration Review

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What happens to organizational rigidity when public organizations faced reputational threats over time? Do they take external criticism as incentives to become less rigid and more innovative and flexible through employee involvement and empowerment? Or do reputational threats paradoxically contribute to the very rigidity that is often stereotyped as inherent parts of government? Building on threat‐rigidity theory, we test the temporal relation between reputational threats (both in terms of the direction of reputation and its turbulence) and organizational rigidity. We apply a dynamic panel data approach combining different data sources on 34 US agencies over a period of 13 years. The results show that organizational rigidity increased, both when reputations evolved negatively over time and when reputations evolved more turbulently. No combined effect of negative reputations and reputational turbulence was observed. Both sources of reputational threats independently precluded organizations from creating a climate of employee empowerment, involvement, flexibility and innovation.This article is protected by copyright. All rights reserved.

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“…Zhang et al , 2020), and safety motivation can enhance employees’ safety citizenship behaviour (Lixin Jiang and Probst, 2016). Additionally, employees who engage in non-mandatory activities like safety citizenship behaviour to improve workplace safety would trust their organizations to provide them with job security (Niesen et al , 2014). Therefore, one would expect to find sufficient literature on the extent to which supervisor behaviour, safety motivation, perceived job insecurity and safety citizenship behaviour are related in a single model.…”

Section: Introductionmentioning

confidence: 99%

Assessment of the effects of supervisor behaviour, safety motivation and perceived job insecurity on underground miner’s safety citizenship behaviour

Quansah

Zhu

Obeng

2021

CMS

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Purpose This paper aims to investigate the effect of mining supervisor behaviour, safety motivation and perceived job insecurity on Ghanaian underground miner’s safety citizenship behaviour. Design/methodology/approach The authors proposed a conceptual framework that tested supervisor behaviour as an independent variable, safety motivation as a mediator variable, perceived job insecurity as a moderator variable and safety citizenship behaviour as a dependent variable. The authors tested the hypothesized relationships using 351 valid responses collected through a structured questionnaire using hierarchical regression analysis. Findings Results revealed that both components of supervisor behaviour significantly influenced safety motivation and safety citizenship behaviour. Furthermore, safety motivation could mediate the relationships between both components of supervisor behaviour and safety citizenship behaviour. Also, perceived job insecurity failed to moderate the relationship between safety motivation and safety citizenship behaviour. Originality/value This current study is vital for managerial practices. The complex conceptual framework also contributes to offering different ways of understanding how supervisors’ behaviours can catalyze improvement or worsen safety outcomes.

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An Explanatory Model of Job Insecurity and Innovative Work Behavior

Cited by 25 publications

References 66 publications

Job Insecurity and Subsequent Actual Turnover: Rumination as a Valid Explanation?

Job Insecurity and Subsequent Actual Turnover: Rumination as a Valid Explanation?

Do reputational threats influence the rigidity of US agencies? A dynamic panel data approach

Assessment of the effects of supervisor behaviour, safety motivation and perceived job insecurity on underground miner’s safety citizenship behaviour

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