Organizational change and job insecurity: the moderating role of employability

Abstract

Purpose The purpose of this study is to examine the relationship between characteristics of change (frequency of change [FC], impact of change [IC], planning involved in change [PC]) and job insecurity (JIS), as well as the moderating role of employability (EMP) within these relationships. Design/methodology/approach Data were obtained from a sample of 361 permanent employees working at four- and five-star hotels. The hypothesized relationships were tested via structural equation modeling. Findings The findings revealed that employees’ perceptions of JIS are affected positively by FC and IC and negatively by PC. Additionally, this study confirmed that the perception of EMP moderates the relationships between the characteristics of organizational change (FC, IC, PC) and JIS. Research limitations/implications No causal inference can be made with regard to the relationships in this study by virtue of the cross-sectional data used in the study. Hence, further studies with longitudinal design and wider samples covering different regions and/or tourism destinations need to be carried out to validate the results of this study and to further clarify the direction of the relationships presented here. Originality/value To the best of authors’ knowledge, this study presents the first empirical evidence on the moderating role of EMP in accounting for the JIS resulting from FC, IC and PC, the characteristics of organizational change. Also, the significance of this study lies in the fact that its subject has not been addressed before from the perspective of the hospitality industry.

The Effect of Transformational Change on Performance: An Employee’s Stress Appraisals Perspective

“…Therefore, organizational managers may use these findings to design support and training programs to help employees reduce their detrimental appraisal of transformational change. For example, they can provide employees with sufficient organizational resources to improve their employability, thus lowering their concerns about the future ( Çalışkan and Özkoç, 2020 ). In addition, managers need to actively discuss the negative consequences of employees’ hindrance appraisal to provide corresponding coping strategies and reduce employees’ negative perceptions of the outcomes.…”

“… Rafferty and Griffin (2006) defined this kind of change, which damages the original structure of the organization, as a transformational change from the individual subjective perception perspective. Transformational change has resulted in modifications to an organization’s core systems, including traditional ways of working, values, structure, and strategy ( Rafferty and Jimmieson, 2017 ; Çalışkan and Özkoç, 2020 ). These changes can eliminate employment, bring new roles and responsibilities, and require employees to think and act in new ways and accept new values ( Schneider et al, 1996 ).…”

“…Therefore, transformational changes may trigger employees’ negative perceptions, attitudes, and behaviors ( Oreg et al, 2011 ). For example, transformational change leads to increased job insecurity among employees ( Çalışkan and Özkoç, 2020 ) and increased resistance to change ( Rafferty and Jimmieson, 2017 ), which may lead to decreased individual performance.…”

“…While others regard change as an opportunity to learn and grow and respond enthusiastically to organizational change ( Caldwell et al, 2004 ; Vakola, 2014 ). These different responses are caused by people’s different perceptions and appraisals of organizational change ( Oreg et al, 2011 ; Çalışkan and Özkoç, 2020 ). This view agrees with Lazarus and Folkman (1984) that the same environmental stimulus may cause different responses from different individuals depending on how they evaluate and respond to it.…”

The Spirit of Adventure: A Driver of Attractiveness of the Hospitality Industry for Young People during a Pandemic Crisis

“…Job insecurity is also affected by the perception of employability which expresses the subjective evaluation of an employee’s ability to obtain a new job or maintain the existing one [ 53 ]. Çalıskan and Özkoç [ 54 ] empirically demonstrate that employees’ perceptions of job insecurity are positively affected by frequency and impact of change and negatively by planning involved in change; the perception of employability moderates the relationships between the characteristics of organisational change and job insecurity. The perception of employability has gained momentum in recent years due to increased concerns about job insecurity.…”