The prevalence and redistribution of job insecurity and work intensification
By B. Burchell. 2001
121 citations recorded by the source corpus.
Subfields: General Health Professions
View Paper: https://www.semanticscholar.org/paper/eda03831ed211fa352be31270add8afdc958ee8a
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In General Health Professions
- S. B. Matthiesen
- A. Skogstad
- Staale Einarsen
- Margaret E. Heffernan
- Cornelius J. Konig
- Martin Kleinmann
- Claartje L. ter Hoeven
- Maike E. Debus
Citations in the corpus
- ORGANIZATIONAL CHANGES: A PRECURSOR OF BULLYING AT WORK? (2007, background): “Insecurity, as regards future economic resources, has been described as a central dimension of job insecurity (Burchell, 2002).”
- A model for the effects of job insecurity on performance, turnover intention, and absenteeism (2010, background): “consequence of these organizational transitions, an increasing number of employees feel insecure about the future existence of their jobs (Burchell, 2002).”
- Work Pressure in Europe 1996-2001: Trends and Determinants (2005, unknown): “The first rigorous European analyses (Burchell 2002; Green and McIntosh 2001), using evidence from the European Surveys on Work Conditions, focused on the period from 1991 to 1995.”
- Examining occupational self-efficacy, work locus of control and communication as moderators of the job insecurity—job performance relationship (2010, background): “Due to the upsurge of mergers and acquisitions, restructuring and related methods of adapting to the globalizing market (Hirsch and De Soucey, 2006), more and more people are feeling uncertain about the future existence of their jobs (Burchell, 2002).”
- Cross-level effects of high-performance work Systems (HPWS) and employee wellbeing: the mediating effect of organisational justice (2016, methodology): “Work pressure was measured using a six-item scale adapted from Burchell (2002) and Danford et al. (2005).”
- Flexible work designs and employee well‐being: examining the effects of resources and demands (2015, background): “Work intensification is defined as the extent to which employees feel forced to work faster and harder than they have before (Burchell, 2002).”