Job Insecurity and Work-family Conflict : the Organizational, Situational, and Individual Influences on the Job Strain Process

Abstract

Globalization, new technologies, downsizing, and a shift from manufacturing to service-based economies have led to an increase in job insecurity, resulting in deleterious effects on employee work attitudes and behaviors. However, the literature has failed to examine the impact of job insecurity on work-family outcomes. Therefore, the purpose of the present study was to examine the relationship between job insecurity and work-family conflict. The specific research questions addressed were: (a) does job strain mediate the relationship between job insecurity and work-family conflict? and (b) is the relationship between job insecurity and work-family conflict moderated by individual, situational and organizational perceptions? A total of 264 employees participated in this study through the use of anonymous paper-and-pencil and web-based surveys which asked about their work and family situations, job insecurity, strain, and organizational, situational and individual characteristics. Multiple regression analyses were used to test the 17 specific hypotheses. As expected, job insecurity predicted work-to-family conflict, and job strain partially mediated the relationship between job insecurity and work-to-family conflict. The results also demonstrated that role ambiguity moderated the relationship between job insecurity and work-to-family conflict. The relationship between job insecurity and work-to-family conflict was stronger for employees with low levels of role ambiguity compared to employees with high levels of role ambiguity. Implications of the results of this study suggest that organizations can be proactive in mitigating the effects of employees' job insecurity on work-family outcomes. To begin with, organizations need to understand the processes that are occurring in their companies by paying attention to the contextual social factors influencing their employees. For example, before taking costly and labor-intensive measures to reduce levels of role ambiguity, organizations should give consideration to the context in which role ambiguity is occurring. In this study, role ambiguity played a significant role in work-to-family conflict only for lower-income employees. For these employees clear and accurate role descriptions can help decrease the negative effects of job insecurity on work-to-family conflict. Lastly, organizations should develop a supportive organizational work-family culture which can help buffer the negative effects of job insecurity on work-to-family conflict.