Qualitative job insecurity and extra-role behaviours: The moderating role of work motivation and perceived investment in employee development

Abstract

This article examines how qualitative job insecurity, work motivation and perceived investment in employee development (PIED) are associated with employees’ contextual performance in terms of extra-role behaviours (ERBs). The authors propose a three-way interaction model and suggest that the way qualitative job insecurity relates to employees’ ERBs is contingent upon their work motivation and PIED. Results showed that there was a significant three-way interaction between job insecurity, PIED and intrinsic motivation (but not for extrinsic motivation) for ERBs. Employees who reported high qualitative job insecurity but had low intrinsic motivation engaged in more ERBs when they were given ample opportunities for development, while highly intrinsically motivated individuals exhibited fewer ERBs when the organization supported their professional development. This study contributes to the job insecurity and motivation literatures. To increase ERBs, organizations are advised to reduce qualitative job insecurity and to provide ample learning opportunities for employees who have low levels of intrinsic motivation.

Effect Leadership Style and Organizational Culture on Performance With Work Motivation as Intervening Variable

“…It is also well known that work motivation has a favorable function in mediating leadership style and organizational culture on doctors' performance. These findings are consistent with earlier studies from (Lee, 2019;Nikolova et al, 2022), which state that work motivation has a positive and significant effect on performance.…”

“…These results align with previous research from (Baig et al, 2019;Beauty & Aigbogun, 2022) that leadership style positively and significantly affects performance. Organizational culture can direct its members to achieve work performance (Nungchim & Leihaothabam, 2022;Tomic et al, 2017), and motivation become a source of energy for employees to providing their work performance (Lee, 2019;Nikolova et al, 2022).…”

“…Abraham Maslow put forward the basic concept of individual needs because individuals do something because of physiological needs, a sense of security, affiliation, appreciation, and self-actualization. A state in which individuals are motivated will lead to achieving maximum performance (Lee, 2019;Nikolova et al, 2022).…”

Modelling the significance of psychological, social, and situational factors on work efficiency and the preference for working from home in Southeast Asia

“…This study relied on self-reported measures, which could lead to an overestimation of the results due to potential measurement errors [ 67 ]. Although common method bias has been addressed statistically, this limitation can be further examined by introducing a time delay in data collection [ 31 ].…”

The degree of use of motivational factors depending on the sector and size of enterprises

“…Superiors and managers play an increasingly more critical role in employee motivation (Kaabomeir et al, 2022;Privara, 2022;Habes et al, 2021;Rowland et al, 2021). Theoretically and practically, it is vital to understand how leaders can enhance the pro-social motivation of pro-active employees and encourage them to support organisations by taking the lead (Xu et al, 2021;Galstyan et al, 2021;Nikolova et al, 2022). Employee relations arise from "working relationships" in the industrial environment.…”