Purpose: – Employees need to feel secure to perform their job effectively, therefore job insecurity has an effect on organizational citizenship behaviour (OCB) and job performance; however, some organizational attitudes may reduce these negative effects. The purpose of this paper is to investigate the mediating role of organizational identification (OID), as a process underlying the relationship between qualitative job insecurity, OCB and job performance.Design/methodology/approach: – Using social exchange theory (SET) and social identification theory (SIT), this study reports the responses of 201 white and blue collar Italian employees. Data were collected through a self-report questionnaire that used standard scales on qualitative job insecurity, OID, OCB and job performance.Findings: – Results of structural equation modelling revealed that the effect of job insecurity on OCB and job performance was completely mediated by OID. Fit indices of mediated model are very good and indirect effects, by bootstrapping, are significant.Research limitations/implications: – The research design was cross-sectional, and thus, cause-effect relationships cannot be discerned.Practical implications: – Organizations may address HRM policies to reduce job insecurity (e.g. through actions to organizational communication), and to increase OID (e.g. involving workers to the decision-making process and promoting team work).Originality/value: – For the first time in a Western context, OID was tested as mediator in order to explain the relationship between job insecurity, OCB and job performance. Furthermore, Drawing on SET, this study tried to integrate SIT to explain behavioural responses to job insecurity.

Purpose: The purpose of this paper is to extend knowledge about theoretical explanations of the job insecurity-performance relationship. Specifically, the authors examine how and why job insecurity is negatively associated with task and contextual performance (i.e. organizational citizenship behavior) and whether organizational identification may account for these relationships. Design/methodology/approach: The mediational hypotheses were examined using structural equation modeling in a heterogeneous sample of Italian employees. Findings: Consistent with social identity theory, results show that job insecurity is related to reduced levels of identification with the organization and, consequently, to low task and contextual performance. These findings suggest that employees’ behaviors in job insecure contexts are also driven by evaluations about the perceived belongingness to the organization. Practical implications: The research supports initial evidence that it is possible to prevent low performance resulting from job insecurity by designing interventions to boost organizational identification. By ensuring a sense of belonging and providing a positive basis for employees’ social identity, managers may increase involvement and attachment to the organization. Originality/value: This study provides a deeper understanding of behavioral reactions to job insecurity and adds a path unexplored so far, by introducing a theoretical perspective from social psychology. Job insecurity may represent a specific condition that leads organizational identification to be a key mechanism for employees and their behaviors.

In the last decades, research on the relationship between contract type, job insecurity and outcomes has been constantly increasing. Previous evidence indicated that job insecurity moderates the impact of contract type (permanent vs temporary) on job satisfaction. The present study aims to investigate these relationships considering two facets (intrinsic and extrinsic) of job satisfaction and psychological contract violation as mediator, in the mediated moderation model. Participants were 638 employees of different Italian organizations, with open-ended or fixed-term contract. As hypothesized, results indicated that job insecurity moderates the relationship between contract type and intrinsic and extrinsic job satisfaction differently for contract type. The job insecurity effects were more negative for permanent workers regarding intrinsic job satisfaction and more negative for temporary workers regarding extrinsic job satisfaction. The mediated moderation analyses supported the study’s main hypothesis, pointing out that psychological contract violation negatively mediated the interaction effects.

This study investigated job crafting as mediator and its relation with job satisfaction and work-family conflict, considering job autonomy as antecedent. The research involved 389 participants working in a public organization. A structural equations model was estimated revealing that job autonomy is positively associated with job crafting and job satisfaction, and negatively associated with work-family conflict. Job crafting is positively related with job satisfaction and work-family conflict, as adverse effect of job crafting. As regards mediated effects, results show positive associations between job autonomy and both job satisfaction and work-family conflict through job crafting. This study contributes to literature, considering positive and negative outcomes, covering the lacking literature on job crafting and work-family conflict, and suggesting implications for employees’ well-being.