Are airline workers planning career turnover in a post-COVID-19 world? Assessing the impact of risk perception about virus infection and job instability

Abstract

Airline workers have been suffering risks of job instability and virus infection since the outbreak of COVID-19. This research developed a novel framework explicating airline workers' career turnover decision formation by considering the influence of perceived risks of virus infection and job instability during the COVID-19. A quantitative approach using a survey method was utilized to attain research goals. Our empirical findings revealed that airline image, attitude, and commitment have a significant influence on employee career turnover intention. Both attitude and commitment were identified as essential mediators. In addition, perceived risks of virus infection and job instability significantly moderated the relationships among attitude, commitment, and employee career turnover intention. The effectiveness of the proposed theoretical framework for career turnover intention was demonstrated. Our findings help researchers and entrepreneurs find effectual ways to lower competent workers’ career turnover and raise their approach behaviors in a post-COVID-19 world.

Perceived Risk of Job Instability and Unethical Organizational Behaviour Amid the COVID-19 Pandemic: The Role of Family Financial Pressure and Distributive Injustice in the Tourism Industry

“…Fear, anxiety, uneasiness, and discomfort among employees are all components of the perceived risk that is the source of this concern [ 28 , 29 ]. Consequently, in the current research, the term “perceived risk” refers to a person’s anxiety about job loss and employment instability as a result of working during the COVID-19 pandemic [ 32 ]. In a pandemic era, employees in the hospitality industry confront the impending risks of infection and employment instability [ 33 ].…”

“…As a result, the decision-making processes and behaviours of employees are influenced significantly by risk perception of job instability [ 3 , 27 , 29 ]. This perceived risk of job instability is similarly vital in clarifying the procedure of producing employees’ favourable or unfavourable reactions and behaviours [ 32 , 35 ]. Prior empirical studies have revealed that workers may behave unethically to promote self-interest [ 36 , 37 ], the group [ 38 ], their family ([ 39 ], or in the name of the organization [ 18 , 40 ].…”

Second Home Tourism: An Intercession for Rejuvenetion of Tourism Destination in Covid-19 Crisis

“…It is stated that seasonal tourism employment can be ensured due to lifestyle mobility (Lundmark, 2006). Similarly, the attitude, commitment and employee career turnover intention can be outshined by the perceived risk of infection and job instability (Han et al, 2021). So, it can be said that social integration would create employment opportunity to unemployed resident with classic businesses or tourism activities without any insecurity of uncertain cutoffs.…”

How Supportive Leadership Promotes Employee Innovation under Uncertainty: Evidence from Chinese E-Commerce Industry

“…The repeated waves of COVID-19 have had a severe impact on global economic development [1][2][3] and posed a serious threat to employees' job sustainability [4], such as creating job insecurity and instability [5][6][7]. The increasing uncertainty caused by COVID-19 has resulted in rising job insecurity among employees in the e-commerce industry, which has hindered engagement in innovative behavior (IB) [8].…”

“…In the e-commerce industry, the impact of SL on IB has been a concern to some scholars [14]. However, the pandemic posed a serious threat to employees' job certainty, such as creating job insecurity and instability [5][6][7]. Some scholars have paid attention to the impact of SL on employee IB without CS [10,11,16]; however, the role of CS must be considered seeing that the pandemic has caused widespread unemployment and an occupational sustainability crisis [4,17,18].…”