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dc.contributor.authorWang, Wen
dc.contributor.authorMather, Kim
dc.contributor.authorSeifert, Roger
dc.date.accessioned2018-07-03T14:33:56Z
dc.date.available2018-07-03T14:33:56Z
dc.date.issued2018-04-25
dc.identifier.citationWang, W., Mather, K., Seifert, R. (2018) 'Job insecurity, employee anxiety, and commitment: The moderating role of collective trust in management', Journal of Trust Research, (2017) 8 (2), pp. 220-237. doi: 10.1080/21515581.2018.1463229
dc.identifier.issn2151-5581
dc.identifier.doi10.1080/21515581.2018.1463229
dc.identifier.urihttp://hdl.handle.net/2436/621421
dc.description.abstractThis article examines the moderating effect of collective trust in management on the relation between job insecurity (both objective and subjective) and employee outcomes (work-related anxiety and organisational commitment). This is contextualised in the modern British workplace which has seen increased employment insecurity and widespread cynicism. We use matched employer-employee data extracted from the British Workplace Employment Relations Survey (WERS) 2011, which includes over 16,000 employees from more than 1100 organisations. The multilevel analyses confirm that objective job insecurity (loss of important elements of a job such as cuts in pay, overtime, training, and working hours) are significantly correlated with high levels of work-related anxiety and lower levels of organisational commitment. These correlations are partially mediated by subjective job insecurity (perception of possible job loss). More importantly, collective trust in management (a consensus of management being reliable, honest and fair) significantly attenuates the negative impact of objective job insecurity on organisational commitment, and reduces the impact of subjective job insecurity on work-related anxiety. Theoretical and practical implications and limitations of these effects are discussed.
dc.formatapplication/PDF
dc.language.isoen
dc.relation.urlhttps://www.tandfonline.com/doi/full/10.1080/21515581.2018.1463229
dc.subjectjob insecurity
dc.subjectemployee anxiety
dc.subjectcollective trust in management
dc.subjectorganisational commitment
dc.subjectmultilevel analysis
dc.titleJob insecurity, employee anxiety, and commitment: The moderating role of collective trust in management
dc.typeJournal article
dc.identifier.journalJournal of Trust Research
dc.contributor.institutionUniversity of Wolverhampton Business School, University of Wolverhampton, Wolverhampton, UK
dc.contributor.institutionKeele Management School, Keele University, Staffordshire, UK
dc.contributor.institutionUniversity of Wolverhampton Business School, University of Wolverhampton, Wolverhampton, UK
dc.date.accepted2018-04-04
rioxxterms.funderUniversity of Wolverhampton
rioxxterms.identifier.projectUOW03072018WW
rioxxterms.versionAM
rioxxterms.licenseref.urihttps://creativecommons.org/licenses/by-nc-nd/4.0/
rioxxterms.licenseref.startdate2019-10-25
dc.source.volume8
dc.source.issue2
dc.source.beginpage220
dc.source.endpage237
refterms.dateFCD2018-10-18T15:47:00Z
refterms.versionFCDAM
html.description.abstractThis article examines the moderating effect of collective trust in management on the relation between job insecurity (both objective and subjective) and employee outcomes (work-related anxiety and organisational commitment). This is contextualised in the modern British workplace which has seen increased employment insecurity and widespread cynicism. We use matched employer-employee data extracted from the British Workplace Employment Relations Survey (WERS) 2011, which includes over 16,000 employees from more than 1100 organisations. The multilevel analyses confirm that objective job insecurity (loss of important elements of a job such as cuts in pay, overtime, training, and working hours) are significantly correlated with high levels of work-related anxiety and lower levels of organisational commitment. These correlations are partially mediated by subjective job insecurity (perception of possible job loss). More importantly, collective trust in management (a consensus of management being reliable, honest and fair) significantly attenuates the negative impact of objective job insecurity on organisational commitment, and reduces the impact of subjective job insecurity on work-related anxiety. Theoretical and practical implications and limitations of these effects are discussed.


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