Document Type

Journal Article

Department/Unit

Department of Management

Language

English

Abstract

Prior research on job insecurity has demonstrated its detrimental effects on both employees and the organization, yet no research has detailed how people actively deal with it. Drawing from proactivity research, this article argues that job insecurity prompts a proactive use of impression management tactics in the workplace. The effectiveness of these tactics depends on the level of supervisory liking for the employee and the attributions supervisors make regarding the employee’s motives for the impression management behaviors (i.e., for the good of the organization or for self-interest). A 3-wave survey study of 271 Chinese employees and their supervisors showed that employees experiencing job insecurity in Time 1 reported using a variety of tactics to impress their supervisors at Time 2 and that these tactics curbed the affect associated with job insecurity and enhanced supervisor rated performance, through supervisor’s liking and attributed motives. The relationship between impression management and increased supervisor-rated performance was moderated by supervisor attributions; the relationship between impression management and reduced affective job insecurity depended on supervisor liking.

Keywords

job insecurity, proactivity, impression management, supervisor liking, supervisor-attributed motive

Publication Date

2013

Source Publication Title

Journal of Applied Psychology

Volume

98

Issue

5

Start Page

852

End Page

862

Publisher

American Psychological Association

Peer Reviewed

1

DOI

10.1037/a0033151

Link to Publisher's Edition

http://dx.doi.org/10.1037/a0033151

ISSN (print)

19391854

Included in

Business Commons

Share

COinS