The impact of job insecurity on employee work attitudes, job adaptation, and organizational withdrawal behaviors.

By Tahira M. Probst. 2002

114 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/81c64951e68811155c3437f11b7e4f330a6c707c

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Citations in the corpus

Psychological empowerment, job insecurity and employee engagement (2010, background): “Probst (2002) defines job security as the perceived stability and continuance of one’s job.”
Workplace safety (2016, methodology): “For example, tests of Linkage 5 could be strengthened by experimentally manipulating job characteristics as was done with job insecurity in an experiment conducted by Probst (2002).”
On the Relation of Job Insecurity, Job Autonomy, Innovative Work Behaviour and the Mediating Effect of Work Engagement (2014, unknown): “This withdrawal can relate to higher employee mobility turnover intentions or decreased levels of commitment (Probst, 2002; Sverke, Hellgren & Näswall, 2002; Cheng & Chan, 2008).”
The influence of job insecurity on job performance and absenteeism : the moderating effects of work attitudes (2005, background): “…1999; Roskies & LouisGuerin, 1990; Strazdins, D’Souza, Lim, Broom & Rodgers, 2004), psychological distress and burn out (Dekker & Schaufeli, 1995; Probst, 2002), worse psychological moods (Burke, 1998), lower self esteem (Kinnunen, Feldt & Mauno, 2003), life dissatisfaction (Lim, 1996), spoiled…”
Effect of job insecurity on frontline employee’s performance: Looking through the lens of psychological strains and leverages (2017, background): “Probst (2002) believed that job insecurity refers to the perceived instability and discontinuity of job, whereas De Witte (2005) described it as a severe work stress that contains of cognitive probability of losing work and impressive experiences that are associated to it.”
A model for the effects of job insecurity on performance, turnover intention, and absenteeism (2010, background): “Third, Probst and colleagues demonstrated in two laboratory experiments that participants threatened with lay-offs displayed higher levels of productivity compared to with participants who were not threatened (Probst, 2002; Probst, Stewart, Gruys, & Tierney, 2007).”