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Previous studies have demonstrated that perceived job insecurity climate denotes an individual-level stressor. The present study reiterated this notion and investigated whether leadership responsibility moderated the association between perceived job insecurity climate and work-related strain about one year into the coronavirus disease (COVID-19) pandemic.

A sample of full-time workers (N = 1,399) in the USA was recruited, comprising 663 leaders and 763 non-leaders. Employing a cross-sectional design, the authors hypothesized that perceived job insecurity climate would be associated with work-related strain (i.e. burnout, absenteeism and presenteeism) and that these associations were stronger for employees with leadership responsibilities compared to non-leaders.

Findings revealed main effects of perceived job insecurity climate on burnout but not on absenteeism or presenteeism. Furthermore, leadership responsibility moderated the associations between perceived job insecurity climate and two out of three burnout measures in the hypothesized direction. The findings also revealed interaction effects regarding absenteeism and presenteeism, indicating that these associations are only positive and significant for employees with leadership responsibilities.

Perceptions of widespread job insecurity engender strain among leaders while simultaneously implying a heightened need for effective leadership. Organizations and practitioners should take the present findings into consideration when implementing preventive and restorative measures to address leaders' health and organizational competitiveness when job insecurity increases.

This study found that, as an individual stressor, perceived job insecurity climate is more detrimental to employees with leadership responsibility than to non-leaders.

Although research on job insecurity (JI) and its relationship with employee performance has increased in recent years, results are mixed and inconclusive. The objectives of this paper are to explore 1) the conceptualizations of JI, 2) the relationship between JI and different performance dimensions, 3) the theoretical perspectives used to explain the JI–performance relationship and 4) the mechanisms and contextual boundaries that affect the JI–performance relationship.

Following the PRISMA guidelines, the authors systematically searched for peer-reviewed empirical studies published before July 2021 in Web of Science and Scopus. The authors analyzed 81 empirical studies published on the conceptualization of job insecurity, its relationship with employee performance, and what mechanisms and contingency factors are studied. The authors used thematic analysis to analyze the articles.

Results of this review show that the quantitative cognitive dimension is dominant in extant JI literature. Furthermore, in-role performance and OCB were most often investigated in relation to the four dimensions of job insecurity, drawing from a range of theoretical perspectives to explain this relationship. Moreover, a variety of mechanisms and contextual factors on individual, individual work-related, individual-level attitudes and job-level characteristics have found to play a role in this relationship.

This study has a number of limitations. The first pertains to the exclusion of articles in languages other than English and non-peer reviewed papers. It is possible that the search strategy used may not have identified other studies that may have met the established criteria in order to be included in our research. However, this method was chosen to guarantee the quality of the included articles in this study and in line with previous meta-analyses and literature reviews (De Witte et al., 2016; Sverke et al., 2019). Second, one selection criteria focused on how performance was assessed in the studies incorporated in this literature review. The authors excluded studies that addressed performance from the perspective of the organization (i.e. studies that measured performance at the organizational level). The authors herewith might have excluded studies that focused on one or multiple job insecurity constructs, but the authors herewith included studies that were comparable in terms of performance indicator outcomes. Future studies could expand the search by investigating, as a next step, the impact on organizational performance. Finally, since the focus of this literature review was on the relationship between job insecurity and performance indicators, including the mechanisms and boundary conditions that affect this relationship, the authors did not include focus on how job insecurity can be influenced (Shoss, 2017), and herewith lack information on the predictors side of job insecurity. However, by narrowing the authors focus to mediators and moderators, the authors were able to come up with an extensive list of factors that impact the job insecurity–performance relationship and herewith provide fruitful areas for future research. Future studies could expand these findings by providing an overview of predictors of different job insecurity constructs, to see whether there are potential different predictors of job insecurity conceptualizations (Jiang and Lavaysse, 2018).

The study review contributes to the systematization of the current empirical evidence on this area of research. This is especially important and enables room to take an additional step toward understanding the consequences of job insecurity on performance. Specifically, it is important for organizations and policymakers to be aware of the different conceptualizations of job insecurity that exist and how they impact employee performance. In addition, an overview of potential mechanisms and boundary conditions that affect this relationship provides insights as to how organizations can intervene to affect reactions to job insecurity.

The study findings are relevant and may be of interest to decision makers in organizations and national authorities that must have information on quality concerning the effects of job insecurity on performance.

Based on these findings the authors show the impact of the different conceptualizations of job insecurity and how they affect job performance. In addition, the authors provide recommendations for future studies how to better handle the integration of different conceptualizations and measures of job insecurity and its different approaches.

Following the COVID-19 pandemic, the issues related to job insecurity became even more prominent than before. This paper sets out to identify the determinants of job insecurity in the context of the COVID-19 pandemic among Romanian workers, a topic than was scarcely addressed in previous studies.

Based on a representative sample at the national level (N = 744), the authors performed a multilinear regression analysis that pinpoints the factors predicting job insecurity.

This study findings indicate that high-skilled workers employed on permanent arrangements, having higher workloads, who had received organizational support, and managed to harmonize work demands with family responsibilities experience the lowest levels of job insecurity. In this study, teleworking does not influence the level of job insecurity. Gender (being male), working in the public sector and approving the political management of the COVID-19 pandemic also count in securing the feelings employees have about their job.

Besides filling a geographical gap in the literature, another innovative contribution of the paper is the emphasis on the importance for the employees of how public authorities manage the public health crisis. Also, this study explores the workload as a factor of job insecurity which was unaddressed previously. Implications for research and practice are emphasized.

This study aims to explore the associations linking employees’ challenge-hindrance appraisals toward artificial intelligence (AI) to service performance while considering the dual mediating roles of job crafting and job insecurity, as well as the moderating role of AI knowledge.

A survey was administered to a sample of 297 service industry employees. This study examined all the hypotheses with Mplus 8.0.

This study confirms that challenge appraisal toward AI has an indirect positive influence on service performance via job crafting (motivation process), whereas hindrance appraisal toward AI has an indirect negative influence on service performance via job insecurity (strain process). Meanwhile, AI knowledge, serving as a key personal resource, could strengthen the positive impacts of challenge appraisal toward AI on job crafting and of hindrance appraisal toward AI on job insecurity.

Organizational decision-makers should first survey employees’ appraisals toward AI and then adopt targeted managerial strategies. From the perspective of service industry employees, employees should adopt proactive coping strategies and enrich their knowledge of AI to meet the challenges brought by this technology.

The primary contribution of this study is that we enrich the literature on AI by exploring the dual mediators (i.e. job crafting and job insecurity) through which AI awareness affects service performance. Moreover, this study advances our understanding of when appraisals toward AI influence job outcomes by identifying the moderating role of AI knowledge.

This study evaluates the moderating role of work-based social supports (i.e. supervisor support and co-worker support) in the relationship between job insecurity and job burnout among hospitality employees in Malaysia. Besides, the direct effect between job insecurity and job burnout is examined.

The cross-sectional data of this study were based on a total of 220 self-administered questionnaires that have been completed by hospitality employees from three different states in Malaysia. Respondents were recruited based on a snowball sampling approach. The data were collected during the COVID-19 pandemic, which was from October 2020 to January 2021.

Partial least square-structural equation modeling (PLS-SEM) was performed via SmartPLS software. The finding confirmed that job insecurity significantly intensifies employees' job burnout. Supervisor support and co-worker support were found to moderate the link between job insecurity and burnout. As anticipated, the relationship between job insecurity and job burnout increased when supervisor support is low. But high co-worker support was found to strengthen the impact of job insecurity on job burnout instead of the reverse.

This study supplements the existing literature by clarifying which sources of work-based social support (i.e. co-worker support or supervisor) is more salient in alleviating the adverse impact of job insecurity on job burnout during the COVID-19 pandemic among hospitality employees in Malaysia.

This paper investigates the consequences of job insecurity among hotel employees during the COVID-19 pandemic.

Data were obtained from the employees of two five-star chain hotels in Turkey. The study hypotheses were tested via structural equation modeling.

The research findings demonstrate that job insecurity exacerbates job tension. Job tension erodes employees’ trust in organization and aggravates their propensity to leave work early and be late for work. As hypothesized, job tension mediates the effect of job insecurity on organizational trust and the abovementioned outcomes.

This study adds to the hospitality literature by assessing the interrelationships of job insecurity, job tension, organizational trust and nonattendance intentions.

This study aims to examine how new and senior employees' perceptions of job insecurity affect their commitment and turnover intention in the economic crisis environment created by the pandemic and whether their psychological resilience has a mediating effect on this effect.

Survey data were collected from 147 novices (tenure < five years) and 160 seniors (tenure > five years) full-time employees from three different industries to examine these relationships using the SPSS program and the process add-on.

The results showed that perceptions of job insecurity were negatively correlated with affective commitment, normative commitment and psychological resilience and positively correlated with continuance commitment and turnover intention for both employee groups. While psychological resilience played an expected mediating effect for novices in the organization, it played only a mediating effect for affective and normative commitment for seniors.

This study contributes to the field of management psychology by investigating, for the first time, the negative impact of the perception of job insecurity, which has increased with the pandemic, and the mediating effect of psychological resilience in this effect.

The airline industry has been one of the hardest-hit industries during the Corona Virus Disease 2019 (COVID-19) pandemic. This study aims to examine which flight attendants are likely to positively reappraise job insecurity and subsequently elevate their performance during the COVID-19 pandemic.

A two-wave (i.e. Time 1 and Time 2), multi-source (i.e. flight attendants and chief flight attendants) survey was conducted. The final sample consists of 408 flight attendants matched with 57 chief flight attendants. Hierarchical linear modeling was used to test the hypotheses.

Flight attendants with an organization-centered career orientation are likely to positively reappraise job insecurity and, in turn, have better job performance than those with a self-centered career orientation.

Flight attendants are likely to experience job insecurity during the COVID-19 crisis. This study highlights a potential positive coping mechanism that is contingent upon flight attendants’ career orientations, facilitating the interaction of the stress-coping and vocational literature in a hospitality context.

This paper aims to focus on a career perspective to investigate the association between employee experience of job insecurity and work‐related behaviors, specifically discretionary extra‐role and impression management behaviors. A second purpose is to analyze the interaction effect of perceived employability and job insecurity on extra‐role and impression management behaviors.

Based on a sample of 207 supervisor‐subordinate dyads in Korean banking and financial institutions, the relationships between job insecurity and extra‐role or impression management as two career behaviors are tested. The interaction effects of employability and job insecurity on behavioral options are also tested.

The results showed that the perception of job insecurity led to both reduced extra‐role and impression management behavior and the intensity of withdrawal increased as employability increased.

The findings provide a fundamental new insight into how a careerist orientation functions in the age of job insecurity.

Extra‐role and impression management behaviors may be an individual's method of career management, especially in the context of job insecurity, allowing managers to capture a more dynamic picture of an individual's career choice in a new employment relationship.

The paper adopts a career perspective in investigating employee extra‐role and impression management behaviors under conditions of declining job security. It adds further value by showing the moderating effect of employability on such behaviors.

The purpose of this paper is to detect the association between qualitative job insecurity and well-being related outcomes and to determine the extent to which cognitive appraisals of job insecurity moderate this association. According to appraisal theory, it is anticipated a hindrance appraisal of job insecurity to amplify and a challenge appraisal of job insecurity to buffer this association.

To test the hypotheses, 250 healthcare employees from different departments of an Iranian large public hospital were recruited. Participants responded to scales on qualitative job insecurity, cognitive appraisals, job satisfaction, emotional exhaustion, absenteeism and presenteeism.

Results showed that qualitative job insecurity negatively influenced both psychological and behavioral well-being; however, this influence was greater for psychological well-being than for behavioral well-being. Besides, the moderation tests showed that only the hindrance appraisals of job insecurity amplified the link between job insecurity and psychological outcomes.

This study sampled employees from a public hospital and did not include employees from private hospitals. This may limit the generalizability of the findings. Also, due to using a cross-sectional research design we encourage future studies to replicate the same findings using other different research designs.

The findings aid occupational health psychologists to design particular interventions for protecting those aspects of employee’s well-being that are more vulnerable when qualitative job insecurity is chronically perceived.

Together, these findings suggest that the hindrance appraisals of qualitative job insecurity are more likely to moderate the link between job insecurity and well-being outcomes.