Journal Articles

Permanent URI for this collectionhttps://mro.massey.ac.nz/handle/10179/7915

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Start date: 2023Subject: search.filters.subject.job insecurity

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    The impact of Covid-19 on employee job insecurity andwellbeing: a conservation of resources theory approach
    (Taylor and Francis Group on behalf of the Royal Society of New Zealand, 2025-02-10) Haar J; Brougham D; Ghafoor A
    Job insecurity is detrimental to employee wellbeing. However, we understand little about how unforeseen external shocks, such as Covid-19, might shape these perceptions. We explore how job changes during the Covid-19 lockdown notification period impacted New Zealand employees’ wellbeing (anxiety, depression, life satisfaction, happiness), hypothesising that these changes heightened job insecurity, leading to poorer wellbeing, using Conservation of Resources (COR) theory. Using data from 628 employees, we explore differences in outcomes between pre- and post-lockdown notification respondents and find non-significant differences in wellbeing and job insecurity, but significant increases in Covid-19 job changes. We then used a follow-up survey on N = 323 employees and compared relationships one month later into lockdown using change-over-time analysis. Here, we find relatively stable wellbeing with only life satisfaction dropping significantly, with Covid-19 job changes increasing significantly. Structural equation modelling shows that Covid-19 job changes influence job insecurity, which, in turn, influences wellbeing, and this holds for both data sets, including the change-over-time data. Using COR Principles, we discuss that in such uncontrollable and unforeseeable external events, employees adopt a defensive mode, acknowledging job changes due to Covid-19 but resisting job insecurity perceptions.
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    Comparing effects of toxic leadership and team social support on job insecurity, role ambiguity, work engagement, and job performance: A multilevel mediational perspective
    (Elsevier, 2023-09-28) Lee M
    While job demands have been known to reduce work engagement and job performance, the literature has not investigated uncertainty-based job demands such as job insecurity and role ambiguity. Acknowledging that leadership and team members are critical for reducing an employee's job demands and increasing an employee's job performance, the current study, drawing on social information processing theory, probes the roles of toxic leadership and team social support in shaping employee job demands (i.e., job insecurity & role ambiguity) and, subsequently, work engagement and job performance. A sample of 265 employees (50.9% males) in 48 teams from various private organizations in Malaysia participated in the study. The results showed that toxic leadership was positively related to job demands and negatively related to job performance, while team social support was negatively related to job demands and positively related to work engagement. Furthermore, work engagement mediated the relationship between job demands and job performance. Role ambiguity only mediated the relationship between toxic leadership and work engagement, while job insecurity only mediated the relationship between team social support and work engagement. The current study highlights the distinctive roles of toxic leadership and team social support in the relationships with employee job demands, work engagement, and job performance.