The association between job insecurity and engagement of employees at work

The Relationships among Proactive Personality, Work Engagement, and Perceived Work Competence in Sports Coaches: The Moderating Role of Perceived Supervisor Support

Grounded in the job demands-resources model, this study examines the moderating role of supervisor support and the mediating role of sports coaches' work engagement in the relationship between proactive personality and perceived work competence. A total of 261 school sports coaches in Taiwan participated in the study. The results indicated that work engagement positively mediates the relationship between sports coaches' proactive personality and perceived work competence. Separately, supervisor support weakens the link between proactive personality and work engagement but strengthens the relationship between work engagement and perceived work competence; however, taken together, supervisor support weakens the indirect effects of proactive personality on perceived work competence through job engagement. Under the boundary condition of perceived supervisor support, the sports coaches' proactive personality is a critical antecedent of perceived work competence through work engagement. We suggest that proactive sports coaches are assets for schools because they possess the drive and energy for self-improvement, promoting organizational progress automatically.

Impact of Diversity Management on Employees’ Engagement: The Role of Organizational Trust and Job Insecurity

The frequent world changes raised by globalization, new technology development, and the increase in migration movements have generated an immensely diversified workforce. To face these challenges, managers started to seek the best strategies to effectively run this mixed environment and implement the leading diversity management policies for human resource management sustainability, which is also considered as very constructive in boosting employees’ performance, motivation, satisfaction, as well as their work engagement. Consistently, this paper examines the impact of service companies’ diversity management systems on employees’ engagement and the moderating role of organizational trust and job insecurity in that relationship. As we opted for a quantitative study, we managed a survey based on a questionnaire dedicated to 580 employees working in Hungarian companies, specializing in Marketing, Management consulting, IT, and logistics services, to effectively assess the hypothesis concluded from the literature review. With the use of structural equation modeling (SEM) as a data analysis tool, our findings reveal that diversity management has a positive significant effect on Employees’ engagement and that organizational trust and job insecurity truly and significantly mediate that association. Along with social exchange theory, our research contributes to affirming that by implementing proper diversity management practices and by ensuring a trustworthy environment and outstanding work conditions, managers are constructively able to assist their employees, raise their involvement, and minimize the level of job insecurities.

Are we seeing "eye to eye" on qualitative job insecurity in healthcare? Employee-teammates perceptual (in)congruence and individual well-being

Background: In healthcare, employees are exposed to continuous change when new methods are implemented to optimize care. Such changes may result in qualitative job insecurity (QJI), i.e., a fear concerning the potential loss of important job features. QJI is an individual experience; however, it may be shared within a team to a varying extent. This study examines how QJI perceptual (in)congruence between individuals and their teammates relates to individuals' well-being. Method: Healthcare employees (N = 305) from 30 healthcare units completed questionnaires measuring QJI, work engagement, and recovery. Results: Multi-level polynomial regression analyses showed that QJI congruence had a curvilinear relationship with well-being: employees reported higher work engagement when QJI perceptions were in agreement, both when QJI was low and high. We observed a negative relationship between QJI congruence and recovery. Recovery was lower when perceptions of QJI were in agreement and were high (vs. low). Finally, we found support for the effects of perceptual incongruence: when employees reported higher QJI than their teammates, they experienced lower recovery and engagement. Conclusions: To understand how employees' QJI relates to their well-being, it is essential to consider their teammates' perceptions. The social context can augment or reduce individuals' stress reactions to job insecurity.

COVID-19: The effects of job insecurity on the job engagement and turnover intent of deluxe hotel employees and the moderating role of generational characteristics

COVID-19 has caused an unprecedented crisis in all industries around the world. This study sought to verify that job insecurity, as perceived by deluxe hotel employees, significantly affects their job engagement and turnover intent and to determine the moderating effect of generational characteristics. The finding showed that perceptions of job insecurity had negative effects on the engagement of deluxe hotel employees. Also, employees' job engagement can decrease turnover intent. The engagement of employees fully mediated the relationship between perceptions of job insecurity and turnover intent, and job insecurity caused by COVID-19 had a greater influence on Generation Y than Generation X in reducing job engagement, indicating that the negative impact of job insecurity is higher in Generation Y.

Job Insecurity and Employee Engagement: A Moderated Dual Path Model

In a new stage of booming platform economy, improving the employees’ job security is the key factor to ensure the sustainable development of a platform organization. Based on the cognitive behavior theory, this study introduces the perceived insider status as the moderator variable, and constructs the process mechanism model of job insecurity on employee engagement. The aim of this study is to examine the relationship between job insecurity, emotional response and employee engagement, and provide suggestions for reducing job insecurity and improving employee engagement. Using a 2-wave time-lagged survey data of 341 workers in China firms, data were collected with a self-report questionnaire and analyzed with the statistical package for the social science (AMOS, SPSS). The research result found a negative relationship between job insecurity and employee engagement, and that this negative relationship was mediated by negative emotion or positive emotion. Furthermore, perceived insider status moderated the relationship between job insecurity and positive emotion or negative emotion; the higher the perceived insider status is, the weaker the negative impact of job insecurity on positive emotion and the weaker the positive impact on negative emotion. The research results provide theoretical guidance for organizations to improve employee engagement and help to strengthen the importance of organizations to employees’ job insecurity.

A multilevel model of job insecurity and engagement

Purpose

The purpose of this current study was to investigate the moderating effect of autonomy (individual-level job resource) and social supportive climate (group-level job resource) on the negative relationship between job insecurity and work engagement.

Design/methodology/approach

Cross-sectional data were gathered and analyzed using hierarchical linear modeling from 3,812 participants nested in 116 work units.

Findings

A significant interaction between job insecurity and autonomy offered support for the buffering hypothesis of autonomy. Hypotheses regarding both the direct and the buffering effect of social supportive climate were also supported, suggesting that shared perceptions of a supportive environment can reduce the negative impact of job insecurity on work engagement.

Practical implications

Focus on unit climate can aid practitioners in designing interventions that take into account the effects, and make use of resources that are shared in the work-group.

Originality/value

This study extends the job demands-resources theory, showing that resources exist not only at the level of the individual but also a group-level phenomenon, and interact with demands across levels.