The Effects of Job Insecurity on Job Satisfaction, Organizational Citizenship Behavior, Deviant Behavior, and Negative Emotions of Employees

By W. Reisel, Tahira M. Probst, Swee-lim Chia, Cesar Maloles, Cornelius J. Konig. 2010

303 citations recorded by the source corpus.

Subfields: General Health Professions, Organizational Behavior and Human Resource Management, Social Psychology

View Paper: https://www.semanticscholar.org/paper/827fb45e0ba0517fdabec82ad4c5fe1cae7765e2

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In General Health Professions

In Organizational Behavior and Human Resource Management

In Social Psychology

Citations in the corpus

Effect of job insecurity on frontline employee’s performance: Looking through the lens of psychological strains and leverages (2017, background): “…menace of losing work owing to change in the work place, that is based on the interplay among the perceived probability of job loss and perceived certitude, which it won‟t happen, whereas Reisel et al. (2010) considered job insecurity as a collection of entire cognitive dangers, risks and concerns.”
Organizational justice and job insecurity as mediators of the effect of emotional intelligence on job satisfaction: A study from China☆ (2015, background): “Employees’ perception of job insecurity is accompanied by strong emotional responses (Reisel et al., 2010) because unemployment implies the loss of income and living support and of some characteristics related to work, such as a sense of belonging, a sense of achievement, and self-esteem.”
Job Insecurity: An Integrative Review and Agenda for Future Research (2017, background): “Stress- and social exchange–related mechanisms predict that JI undermines personal and work-related well-being as well as job attitudes and performance, albeit for different reasons (i.e., strain and diminished self-regulation and attention effects vs. an imbalance in the social exchange relationshi”
Will we have the same employees in hospitality after all? The impact of COVID-19 on employees’ work attitudes and turnover intentions (2020, background): “Previous research showed that job insecurity was negatively associated with job satisfaction and motivation leading to undesirable employees’ behavior and responses (Reisel et al., 2010).”
Effects of trust and psychological contract violation on authentic leadership and organizational deviance (2013, background): “Similarly, individuals who have a negative appraisal of their leader would be more likely to engage in organizational deviant behavior (Mount et al., 2006; Reisel et al., 2010).”
On the Relation of Job Insecurity, Job Autonomy, Innovative Work Behaviour and the Mediating Effect of Work Engagement (2014, unknown): “Job insecurity has been linked to a variety of negative employee outcomes in terms of health (Sverke, Hellgren & Näswall, 2002; Cheng & Chan, 2008), turnover (Probst, 2008; Staufenbiel & König, 2010) and reduced organizational citizenship behaviours (Reisel et al., 2010).”
Job insecurity and trust: Uncovering a mechanism linking job insecurity to well-being (2019, background): “In future studies, trust in the organisation might be investigated as a mechanism in the relationship between job insecurity and counterproductive or deviant workplace behaviours (Lim, 1997; Reisel et al., 2010).”
Job Insecurity, Job Instability, and Job Satisfaction in the Context of the COVID-19 Pandemic (2021, unknown): “These factors include job insecurity, job instability (Reisel et al., 2010 ), lack of tenure employee contracts, and many responsibilities (Gerich & Weber towards his or her subordinate (McCormack et al., 2006).”
The mediating role of psychological needs in the relation between qualitative job insecurity and counterproductive work behavior (2014, background): “Because job insecure employees are likely frustrated in their need for belongingness, they might be tempted to engage in CWB to restore equity in their relationship with the organization ( Jones, 2009; Reisel et al., 2010) This reasoning ties in with several evolutions in the literature.”
Effects of High-Performance Work Systems (HPWS) on Hospitality Employees’ Outcomes through Their Organizational Commitment, Motivation, and Job Satisfaction (2021, background): “For example, job satisfaction reduces workers’ deviant behaviors [52], absenteeism [53], and turnover [43,54].”