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  • 1.
    Bernhard-Oettel, Claudia
    et al.
    Stockholm University, Faculty of Social Sciences, Department of Psychology.
    De Cuyper, Nele
    Schreurs, Bert
    De Witte, Hans
    Linking job insecurity to well-being and organizational attitudes in Belgian workers: The role of security expectations and fairness2011In: International Journal of Human Resource Management, ISSN 0958-5192, E-ISSN 1466-4399, Vol. 22, no 9, p. 1866-1886Article in journal (Refereed)
    Abstract [en]

    The aim of this study was to investigate how perceptions of job insecurity and fairness associate with individual well-being (job satisfaction and general health) and organizational attitudes (organizational commitment and turnover intention), under the condition that the psychological contract as perceived by the employee includes a promise on job security, or not. More specifically, we suggest that (H1) job insecurity is negatively related to individual well-being and organizational commitment and positively related to turnover intentions when job security is expected as part of the psychological contract, (H2) that job insecurity is negatively related to fairness perceptions when job security is expected as part of the psychological contract, (H3) that fairness associates positively with individual well-being and organizational commitment and negatively with turnover intentions and (H4) that the association between job insecurity, individual well-being and organizational outcomes is mediated by fairness under the condition that job security is expected as part of the psychological contract. Thus, we propose a model of mediated moderation. Results based on a sample of Belgian employees (N = 559) supported our hypotheses for organizational outcomes. For individual well-being, the mediation framework was not conditional upon a perceived promise of job security as part of the psychological contract. We conclude that employees' perceptions of job insecurity and fairness are important factors in employees' well-being and their attitudes towards the organization. More importantly, these perceptions can in part be shaped by organizational agents such as managers and supervisors. Additionally, the active utilization of the psychological contract in management strategies seems to have favourable results for the fostering of pro-organizational attitudes among employees.

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