Job insecurity and survivor workplace behavior following COVID-19 layoff

Abstract

Purpose This study aims to investigate the impact of job insecurity (JI) on employee work performance (WP) and service innovation behavior (SIB). It further examines the mediating role of affective commitment (AC) and the moderating role of organizational cynicism and financial job dependence (FJD). Design/methodology/approach By using a three-wave approach, the hypotheses were tested by collecting data from 473 full-time employees and their supervisors in the Thai hotel industry. Findings The results demonstrated that JI negatively affected WP and SIB. AC mediated these relationships. FJD moderated these relationships such that at high levels of job dependence, the negative relationships were weaker. Research limitations/implications Human resource managers may reduce the negative effects of JI by creating a supportive and caring work environment through open communication. They may communicate openly with employees about the challenges the organization is facing, and involve them in planning, decision-making and implementation to mitigate the negative effects of JI. They may also provide training and development opportunities to help employees build their skills and increase their value to the organization. Originality/value Research on the behavioral consequences of JI is scant in the hospitality sector. Drawing on job–demand resource theory, this study attempts to fill this gap.