White-collar reactions to job insecurity and the role of the psychological contract: Implications for human resource management

Are insecure employees actually less loyal to their companies, more concerned about their careers, and less willing to go the extra mile at work? Do employees who view job insecurity as a violation of their psychological contract have more severe reactions to being insecure? This article empirically...

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Bibliographic Details
Published in:Human resource management 2000, Vol.39 (1), p.79-92
Main Author: King, James E.
Format: Article
Language:English
Subjects:
Careers
Employees
Employment
Employment security
Human resource management
Human resources
Hypotheses
Job hunting
Loyalty
Organizational change
Professionals
Psychological aspects
Studies
Wages & salaries
White collar workers
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Summary:Are insecure employees actually less loyal to their companies, more concerned about their careers, and less willing to go the extra mile at work? Do employees who view job insecurity as a violation of their psychological contract have more severe reactions to being insecure? This article empirically examines these and other commonly held beliefs about the consequences of job insecurity among white‐collar employees. The critical role human resource professionals play in helping organizations to understand the consequences of actions that create job insecurity (i.e., restructuring) and finding ways to minimize negative outcomes is highlighted. © 2000 John Wiley & Sons, Inc.
ISSN:0090-4848
1099-050X
DOI:10.1002/(SICI)1099-050X(200021)39:1<79::AID-HRM7>3.0.CO;2-A