Abstract

Prior cross-sectional research indicates that the negative effects of quantitative job insecurity (i.e., threat to job loss) on employees’ wellbeing are fully mediated by qualitative job insecurity (i.e., threat to job characteristics). In the current longitudinal study, we replicated and further extended this view to include a direct effect of qualitative job insecurity on quantitative job insecurity. We explored these reciprocal relations in the context of their concurrent effects on work related outcomes by means of dual-mediation modelling. We identified a wide range of the outcomes, classified as: job strains (i.e., exhaustion, emotional and cognitive impairment), psychological coping reactions (i.e., job satisfaction, work engagement, turnover intention), and behavioral coping reactions (i.e., in-role and extra role performance, counterproductive behavior). We employed a three-wave panel design and surveyed 2003 Flemish employees. The results showed that the dual-mediation model had the best fit to the data. However, whereas qualitative job insecurity predicted an increase in quantitative job insecurity and the outcome variables six months later, quantitative job insecurity did not affect qualitative job insecurity or the outcomes over time. The study demonstrates the importance of qualitative job insecurity not only as a severe work stressor but also as an antecedent of quantitative job insecurity. Herewith, we stress the need for further research on the causal relations between both dimensions of job insecurity.

Highlights

  • IntroductionPublisher’s Note: MDPI stays neutral with regard to jurisdictional claims in published maps and institutional affiliations

  • We considered the Job Insecurity Integrated Model (JIIM) proposed by Chirumbolo et al (2017) [18] as it suggests that the effects of quantitative job insecurity on the outcomes are fully mediated by qualitative job insecurity

  • Positive correlations were found between job strains, turnover intentions, and counterproductive behavior as well as work attitudes with job performance; negative correlations were found for job strains with work attitudes and job performance as well as for work attitudes with turnover intentions and counterproductive behavior

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Summary

Introduction

Publisher’s Note: MDPI stays neutral with regard to jurisdictional claims in published maps and institutional affiliations. The literature on organizational change links the volatility of the labor market with ongoing economical, societal, and technological changes [1]. Constant demands to adapt to the dynamic and competitive global markets require organizations to implement a wide range of restructuring strategies.

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