Journal
JOURNAL OF VOCATIONAL BEHAVIOR
Volume 140, Issue -, Pages -Publisher
ACADEMIC PRESS INC ELSEVIER SCIENCE
DOI: 10.1016/j.jvb.2022.103823
Keywords
Job insecurity; Leader-member exchange; Impression management; Workplace deviance; Supervisor-rated performance
Categories
Ask authors/readers for more resources
Research findings on the effects of job insecurity on performance are mixed, with some studies indicating a negative relationship, while others show a positive or null association. A study conducted in China suggests that the relationship between subjective job insecurity and supervisor-rated performance is more complex than previously assumed. The study found that the effects of job insecurity on performance are contingent on the quality of leader-member exchange (LMX), with impression management being a positive pathway at high LMX levels, and workplace deviance being a negative pathway at low LMX levels.
Research findings on the effects of job insecurity on performance are mixed. Some studies show a negative relationship between job insecurity and performance; while others indicate a positive association, a curvilinear or a null relationship. We suggest that the relation between employees' subjective job insecurity and supervisor-rated performance is more complex than previously assumed. Based on stress appraisal theory, this study investigates when and why job insecurity is associated with supervisor-rated performance via two different pathways. Specifically, we pro-pose that these two mechanisms (i.e., impression management and workplace deviance) are contingent on the dyadic leader-member exchange (LMX) between the subordinate and his/her supervisor. In a three-wave survey using data collected from 314 subordinates and their 69 su-pervisors in China, we found the paradoxical relations between job insecurity and supervisor -rated performance at different levels of LMX. Specifically, on the one hand, job insecurity was positively related to supervisor-rated performance via impression management when LMX was high; on the other hand, job insecurity was negatively related to supervisor-rated performance via workplace deviance when LMX was low. Finally, the theoretical and managerial implications are discussed.
Authors
I am an author on this paper
Click your name to claim this paper and add it to your profile.
Reviews
Recommended
No Data Available