Job insecurity and job performance : the moderating role of organizational justice and the mediating role of work engagement

Haijiang WANG, Changqin LU, Oi Ling SIU

Research output: Journal PublicationsJournal Article (refereed)Researchpeer-review

60 Citations (Scopus)

Abstract

Organizational justice has been shown to play an important role in employees’ affective and performance outcomes particularly in uncertain contexts. In this study, we investigated the interaction effect of job insecurity and organizational justice on employees’ performance, and examined the mediating role of work engagement from the perspective of uncertainty management theory. We used 2-wave data (Study 1) from a sample of 140 Chinese employees and 3-wave data (Study 2) from a sample of 125 Chinese employees to test our hypotheses. In Study 1, we found that when employees perceived low levels of organizational justice, job insecurity was significantly negatively related to job performance. In contrast, we found that job insecurity was not related to job performance when there were high levels of organizational justice. Study 2 again supported the interaction of job insecurity and organizational justice on job performance. Furthermore, it was found that work engagement mediated the interaction effect. The results of the mediated moderation analysis revealed that job insecurity was negatively associated with job performance through work engagement when organizational justice was low.
Original languageEnglish
Pages (from-to)1249-1258
Number of pages10
JournalJournal of Applied Psychology
Volume100
Issue number4
Early online date17 Nov 2014
DOIs
Publication statusPublished - Jul 2015

Fingerprint

Social Justice
Uncertainty
Work Performance

Keywords

  • job insecurity
  • job performance
  • organizational justice
  • work engagement
  • uncertainty management

Cite this

@article{eebf2e1b71354f95ae7d4afb80340086,
title = "Job insecurity and job performance : the moderating role of organizational justice and the mediating role of work engagement",
abstract = "Organizational justice has been shown to play an important role in employees’ affective and performance outcomes particularly in uncertain contexts. In this study, we investigated the interaction effect of job insecurity and organizational justice on employees’ performance, and examined the mediating role of work engagement from the perspective of uncertainty management theory. We used 2-wave data (Study 1) from a sample of 140 Chinese employees and 3-wave data (Study 2) from a sample of 125 Chinese employees to test our hypotheses. In Study 1, we found that when employees perceived low levels of organizational justice, job insecurity was significantly negatively related to job performance. In contrast, we found that job insecurity was not related to job performance when there were high levels of organizational justice. Study 2 again supported the interaction of job insecurity and organizational justice on job performance. Furthermore, it was found that work engagement mediated the interaction effect. The results of the mediated moderation analysis revealed that job insecurity was negatively associated with job performance through work engagement when organizational justice was low.",
keywords = "job insecurity, job performance, organizational justice, work engagement, uncertainty management",
author = "Haijiang WANG and Changqin LU and SIU, {Oi Ling}",
year = "2015",
month = "7",
doi = "10.1037/a0038330",
language = "English",
volume = "100",
pages = "1249--1258",
journal = "Journal of Applied Psychology",
issn = "0021-9010",
publisher = "American Psychological Association Inc.",
number = "4",

}

Job insecurity and job performance : the moderating role of organizational justice and the mediating role of work engagement. / WANG, Haijiang; LU, Changqin; SIU, Oi Ling.

In: Journal of Applied Psychology, Vol. 100, No. 4, 07.2015, p. 1249-1258.

Research output: Journal PublicationsJournal Article (refereed)Researchpeer-review

TY - JOUR

T1 - Job insecurity and job performance : the moderating role of organizational justice and the mediating role of work engagement

AU - WANG, Haijiang

AU - LU, Changqin

AU - SIU, Oi Ling

PY - 2015/7

Y1 - 2015/7

N2 - Organizational justice has been shown to play an important role in employees’ affective and performance outcomes particularly in uncertain contexts. In this study, we investigated the interaction effect of job insecurity and organizational justice on employees’ performance, and examined the mediating role of work engagement from the perspective of uncertainty management theory. We used 2-wave data (Study 1) from a sample of 140 Chinese employees and 3-wave data (Study 2) from a sample of 125 Chinese employees to test our hypotheses. In Study 1, we found that when employees perceived low levels of organizational justice, job insecurity was significantly negatively related to job performance. In contrast, we found that job insecurity was not related to job performance when there were high levels of organizational justice. Study 2 again supported the interaction of job insecurity and organizational justice on job performance. Furthermore, it was found that work engagement mediated the interaction effect. The results of the mediated moderation analysis revealed that job insecurity was negatively associated with job performance through work engagement when organizational justice was low.

AB - Organizational justice has been shown to play an important role in employees’ affective and performance outcomes particularly in uncertain contexts. In this study, we investigated the interaction effect of job insecurity and organizational justice on employees’ performance, and examined the mediating role of work engagement from the perspective of uncertainty management theory. We used 2-wave data (Study 1) from a sample of 140 Chinese employees and 3-wave data (Study 2) from a sample of 125 Chinese employees to test our hypotheses. In Study 1, we found that when employees perceived low levels of organizational justice, job insecurity was significantly negatively related to job performance. In contrast, we found that job insecurity was not related to job performance when there were high levels of organizational justice. Study 2 again supported the interaction of job insecurity and organizational justice on job performance. Furthermore, it was found that work engagement mediated the interaction effect. The results of the mediated moderation analysis revealed that job insecurity was negatively associated with job performance through work engagement when organizational justice was low.

KW - job insecurity

KW - job performance

KW - organizational justice

KW - work engagement

KW - uncertainty management

UR - http://commons.ln.edu.hk/sw_master/2668

UR - https://www.scopus.com/inward/record.uri?eid=2-s2.0-84937027610&doi=10.1037%2fa0038330&partnerID=40&md5=d472fcb9aedafefdbe475ff63d2d44e8

U2 - 10.1037/a0038330

DO - 10.1037/a0038330

M3 - Journal Article (refereed)

VL - 100

SP - 1249

EP - 1258

JO - Journal of Applied Psychology

JF - Journal of Applied Psychology

SN - 0021-9010

IS - 4

ER -