Job preservation efforts: when does job insecurity prompt performance?

• Published in: Career development international Vol. 25; no. 3; pp. 287 - 305
• Main Authors: Koen, Jessie, Low, Jasmine T.H, Van Vianen, Annelies
• Format: Journal Article
• Language: English
• Published: Bradford Emerald Publishing Limited 08.06.2020; Emerald Group Publishing Limited
• Subjects: Behavior; Coping; Emotional Response; Employees; Job Performance; Job Security; Supervisors; Justice; Motivation (psychology); Performance; Job insecurity; Job preservation efforts; OCB
• ISSN: 1362-0436; 1758-6003
• DOI: 10.1108/CDI-04-2018-0099

Purpose While job insecurity generally impedes performance, there may be circumstances under which it can prompt performance. The purpose of this paper is to examine a specific situation (reorganization) in which job insecurity may prompt task and contextual performance. The authors propose that performance can represent a job preservation strategy, to which employees may only resort when supervisor-issued ratings of performance are instrumental toward securing one’s job. The authors hypothesize that because of this instrumentality, job insecurity will motivate employees’ performance only when they have low intrinsic motivation, and only when they perceive high distributive justice. Design/methodology/approach In a survey study among 103 permanent employees of a company in reorganization, the authors assessed perceived job insecurity, intrinsic motivation and perceived distributive justice. Supervisors rated employees’ overall performance (task performance and organizational citizenship behaviors). Findings Multilevel analyses showed that job insecurity was only positively related to supervisor-rated overall performance among employees with low intrinsic motivation and, unexpectedly, among employees who experienced low distributive justice. Results were cross-validated using employees’ self-rated performance, replicating the findings on distributive justice but not the findings on intrinsic motivation. Research limitations/implications The results can inform future research on the specific situations in which job insecurity may prompt job preservation efforts, and call for research to uncover the mechanisms underlying employees’ negative and positive responses to job insecurity. The results and associated implications of this study are largely based on conceptual evidence. In addition, the cross-sectional design warrants precaution about drawing causal inferences from the data. Originality/value By combining insights from coping responses and threat foci, this study advances the understanding of when and why job insecurity may prompt performance.