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Behavioral Reactions to Job Insecurity Climate Perceptions: Exit, Voice, Loyalty, and Neglect

Author

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  • Ümran Yüce-Selvi

    (Department of Psychology, Eskisehir Osmangazi University, 26480 Eskişehir, Türkiye)

  • Nebi Sümer

    (Faculty of Arts and Social Sciences, Sabancı University, 34956 İstanbul, Türkiye)

  • Yonca Toker-Gültaş

    (Department of Psychology, Middle East Technical University, 06800 Ankara, Türkiye)

  • Lena Låstad

    (Department of Education, Stockholm University, 106 91 Stockholm, Sweden)

  • Magnus Sverke

    (Department of Psychology, Stockholm University, 106 91 Stockholm, Sweden)

Abstract

Past work has extensively documented that job insecurity predicts various work- and health-related outcomes. However, limited research has focused on the potential consequences of perceived job insecurity climate. Our objective was to investigate how the psychological climate about losing a job and valuable job features (quantitative and qualitative job insecurity climate, respectively) relate to employees’ exit, voice, loyalty, and neglect behaviors, and whether such climate perceptions explain additional variance in these behaviors over individual job insecurity. Data were collected through an online survey using a convenience sample of employees working in different organizations in Türkiye ( N = 245). Hierarchical multiple regression analyses showed that quantitative job insecurity climate was associated with higher levels of loyalty and neglect, while qualitative job insecurity climate was related to higher levels of exit and lower levels of loyalty. Importantly, job insecurity climate explained additional variance over individual job insecurity in exit and loyalty. Our findings underscore the importance of addressing job insecurity in a broader context regarding one’s situation and the psychological collective climate. This study contributes to addressing the knowledge gap concerning job insecurity climate, an emerging construct in the organizational behavior literature, and its incremental impact beyond individual job insecurity. The foremost implication is that organizations need to pay attention to the evolving climate perceptions about the future of jobs in the work environment, because such perceptions are related to critical employee behaviors.

Suggested Citation

  • Ümran Yüce-Selvi & Nebi Sümer & Yonca Toker-Gültaş & Lena Låstad & Magnus Sverke, 2023. "Behavioral Reactions to Job Insecurity Climate Perceptions: Exit, Voice, Loyalty, and Neglect," IJERPH, MDPI, vol. 20(9), pages 1-13, May.
    • Handle: RePEc:gam:jijerp:v:20:y:2023:i:9:p:5732-:d:1140288
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    References listed on IDEAS

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    3. Magnus Sverke & Sjoerd Goslinga, 2003. "The Consequences of Job Insecurity for Employers and Unions: Exit, Voice and Loyalty," Economic and Industrial Democracy, Department of Economic History, Uppsala University, Sweden, vol. 24(2), pages 241-270, May.
    4. Antonio Chirumbolo & Antonino Callea & Flavio Urbini, 2021. "The Effect of Job Insecurity and Life Uncertainty on Everyday Consumptions and Broader Life Projects during COVID-19 Pandemic," IJERPH, MDPI, vol. 18(10), pages 1-20, May.
    5. Magnus Sverke & Johnny Hellgren, 2001. "Exit, Voice and Loyalty Reactions to Job Insecurity in Sweden: Do Unionized and Non‐unionized Employees Differ?," British Journal of Industrial Relations, London School of Economics, vol. 39(2), pages 167-182, June.
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