Document Type

Journal Article

Department/ Unit

Department of Management

Abstract

To test a proposed model of the job insecurity (JI) process that treats cognitive JI and affective JI as separate constructs, this study investigates organizational-level employee involvement and communication practices that influence the level of cognitive JI; increasing levels of cognitive JI in turn can create an affective reaction (i.e., affective JI). This affective reaction then influences individual psychological and behavioral outcomes. With two waves of data from three large Chinese organizations, the model test results show that employee involvement decreases cognitive JI perceptions. This reduction then leads to lower affective JI. Affective JI in turn relates negatively to employee psychological well-being but positively to both supervisor-rated job performance and affective JI six months later. The effect of cognitive JI on employee outcomes is partially through affective JI. Cognitive JI has a direct impact on psychological well-being but not on job performance. These findings offer key theoretical and practical implications.

Publication Year

2012

Journal Title

Journal of Organizational Behavior

Volume number

33

Issue number

6

Publisher

Wiley

First Page (page number)

752

Last Page (page number)

769

Referreed

1

DOI

10.1002/job.1815

ISSN (print)

10991379

Keywords

job insecurity, cognitive job insecurity, affective job insecurity, employee involvement, employee communication

Included in

Business Commons

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