Countering the negative effects of job insecurity through participative decision making: lessons from the demand-control model.
This study examined the effectiveness of increased organizational participative decision making in attenuating the negative consequences of job insecurity. Data were collected from 807 employees in 6 different companies. Analyses suggest that job insecurity is related to lower coworker, work, and supervisor satisfaction and higher turnover intentions and work withdrawal behaviors. However, employees with greater participative decision-making opportunities reported fewer negative consequences of job insecurity compared with employees with fewer participative decision-making opportunities. Results are interpreted using the demand-control model and suggest that organizations that allow greater employee participative decision making may experience fewer negative side effects from today's rising levels of employee job insecurity.
Probst
Tahira M
TM
Department of Psychology, Washington State University Vancouver, Vancouver, WA 98686, USA. probst@vancouver.wsu.edu
D000293:Adolescent; D000328:Adult; D000339:Affect; D001290:Attitude; D003657:Decision Making; D003710:Demography; D004651:Employment / Q000523:psychology*; D005163:Factor Analysis, Statistical; D005260:Female; D006801:Humans; D007588:Job Satisfaction; D008297:Male; D008875:Middle Aged; D011795:Surveys and Questionnaires