Job insecurity and performance: the mediating role of organizational identification

Date06 November 2017
Pages1508-1522
DOIhttps://doi.org/10.1108/PR-05-2016-0120
Published date06 November 2017
AuthorBeatrice Piccoli,Antonino Callea,Flavio Urbini,Antonio Chirumbolo,Emanuela Ingusci,Hans De Witte
Subject MatterHR & organizational behaviour,Global HRM
Job insecurity and performance:
the mediating role of
organizational identification
Beatrice Piccoli
Essex Business School, University of Essex, UK and
Research Group Work, Organizational and Personnel Psychology, KU Leuven, Belgium
Antonino Callea and Flavio Urbini
Department of Human Science, LUMSA University, Rome, Italy
Antonio Chirumbolo
Department of Social and Developmental Psychology,
Sapienza University of Rome, Italy
Emanuela Ingusci
Department of History, Society and Human Studies,
University of Salento, Lecce, Italy, and
Hans De Witte
Research Group Work, Organizational and Personnel Psychology,
KU Leuven, Leuven, Belgium and
Optentia Research Focus Area, North-West University, South Africa
Abstract
Purpose The purpose of this paper is to extend knowledge about theoretical explanations of the job
insecurity-performance relationship. Specifically, the authors examine how and why job insecurity is
negatively associated with task and contextual performance (i.e. organizational citizenship behavior) and
whether organizational identification may account for these relationships.
Design/methodology/approach The mediational hypotheses were examined using structural equation
modeling in a heterogeneous sample of Italian employees.
Findings Consistent with social identity theory, results show that job insecurity is related to reduced levels
of identification with the organization and, consequently, to low task and contextual performance. These
findings suggest that employeesbehaviors in job insecure contexts are also driven by evaluations about the
perceived belongingness to the organization.
Practical implications The research supports initial evidence that it is possible to prevent low
performance resulting from job insecurity by designing interventions to boost organizational identification.
By ensuring a sense of belonging and providing a positive basis for employeessocial identity, managers may
increase involvement and attachment to the organization.
Originality/value This study provides a deeper understanding of behavioral reactions to job insecurity
and adds a path unexplored so far, by introducing a theoretical perspective from social psychology.
Job insecurity may represent a specific condition that leads organizational identification to be a key
mechanism for employees and their behaviors.
Keywords Performance, Quantitative, Social identity theory, Job insecurity,
Organizational citizenship behaviour, Organizational identification
Paper type Research paper
Introduction
In recent years, the labor market has been profoundly modified due to the global economic
crisis characterized by restructuring, mergers, acquisitions and right-sizingprograms
(Ward-Warmedinger and Macchiarelli, 2014). These changes have affected many employees
by increasing feelings of insecurity (e.g. Callea et al., 2012). Specifically, job insecurity refers
to the uncertainty of possible job loss in the near future. It is considered to be a prominent
Personnel Review
Vol. 46 No. 8, 2017
pp. 1508-1522
© Emerald PublishingLimited
0048-3486
DOI 10.1108/PR-05-2016-0120
Received 25 May 2016
Revised 9 November 2016
27 December 2016
Accepted 14 January 2017
The current issue and full text archive of this journal is available on Emerald Insight at:
www.emeraldinsight.com/0048-3486.htm
1508
PR
46,8

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