Qualitative job insecurity and extra-role behaviours: The moderating role of work motivation and perceived investment in employee development

This article examines how qualitative job insecurity, work motivation and perceived investment in employee development (PIED) are associated with employees’ contextual performance in terms of extra-role behaviours (ERBs). The authors propose a three-way interaction model and suggest that the way qua...

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Bibliographic Details
Published in:Economic and industrial democracy 2023-05, Vol.44 (2), p.547-572
Main Authors: Nikolova, Irina, Caniëls, Marjolein CJ, Sverke, Magnus
Format: Article
Language:English
Subjects:
Contextual performance
employee development
Employees
extra-role behaviours
Extrinsic motivation
intrinsic and extrinsic motivation
Intrinsic motivation
Job insecurity
Job security
Motivation
OCB
Occupational roles
Professional development
Professional training
Psychology
psykologi
qualitative job insecurity
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Summary:This article examines how qualitative job insecurity, work motivation and perceived investment in employee development (PIED) are associated with employees’ contextual performance in terms of extra-role behaviours (ERBs). The authors propose a three-way interaction model and suggest that the way qualitative job insecurity relates to employees’ ERBs is contingent upon their work motivation and PIED. Results showed that there was a significant three-way interaction between job insecurity, PIED and intrinsic motivation (but not for extrinsic motivation) for ERBs. Employees who reported high qualitative job insecurity but had low intrinsic motivation engaged in more ERBs when they were given ample opportunities for development, while highly intrinsically motivated individuals exhibited fewer ERBs when the organization supported their professional development. This study contributes to the job insecurity and motivation literatures. To increase ERBs, organizations are advised to reduce qualitative job insecurity and to provide ample learning opportunities for employees who have low levels of intrinsic motivation.
ISSN:0143-831X
1461-7099
1461-7099
DOI:10.1177/0143831X221081167