Job insecurity and employees taking charge: The role of global job embeddedness

• Qing Yang

  School of Management, Huazhong University of Science and Technology, and Law and Business School of Wuhan Institute of Technology

• Guohua Jin

  Wuchang Shouyi University

• Jingtao Fu

  Hainan University

• Mingze Li

  Wuhan University of Technology

Although a few researchers have turned their attention to the positive impacts of job insecurity, they have discussed riskless pro-organizational behaviors, omitting some that are both risky and challenging, and neglecting different dimensions of job insecurity and the importance of comparative analysis of these. We examined the impact of dimensions of job insecurity on employees’ taking charge. Specifically, from the job preservation perspective, we explored the influence of job insecurity on employees’ response to taking charge. We acquired and analyzed leader–member matched data from 418 employees in 106 teams. We found a U-shaped relationship between employees’ quantitative job insecurity and taking charge, whereas there was a negative correlation between qualitative job insecurity and taking charge. Additionally, employees' global job embeddedness moderated the negative relationship between qualitative job insecurity and taking charge, such that high job embeddedness alleviated the negative relationship and low job embeddedness enhanced the negative relationship between the two. These findings contribute to the directing of employees' taking-charge behavior in organizations.

1. Guohua Jin, Wuchang Shouyi University
   School of Economics and Management
2. Jingtao Fu, Hainan University
   School of Economics and Management
3. Mingze Li, Wuhan University of Technology
   School of Management

• PDF
  (USD 29)