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White‐collar reactions to job insecurity and the role of the psychological contract: Implications for human resource management
Author(s) -
King James E.
Publication year - 2000
Publication title -
human resource management
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 1.888
H-Index - 94
eISSN - 1099-050X
pISSN - 0090-4848
DOI - 10.1002/(sici)1099-050x(200021)39:1<79::aid-hrm7>3.0.co;2-a
Subject(s) - job insecurity , psychological contract , restructuring , collar , human resource management , white (mutation) , human resources , business , work (physics) , psychology , public relations , labour economics , social psychology , management , political science , economics , finance , mechanical engineering , biochemistry , chemistry , engineering , gene
Are insecure employees actually less loyal to their companies, more concerned about their careers, and less willing to go the extra mile at work? Do employees who view job insecurity as a violation of their psychological contract have more severe reactions to being insecure? This article empirically examines these and other commonly held beliefs about the consequences of job insecurity among white‐collar employees. The critical role human resource professionals play in helping organizations to understand the consequences of actions that create job insecurity (i.e., restructuring) and finding ways to minimize negative outcomes is highlighted. © 2000 John Wiley & Sons, Inc.