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A motivational standpoint of job insecurity effects on organizational citizenship behaviors: A generational study
Author(s) -
Mahmoud Ali B.,
Reisel William D.,
Fuxman Leonora,
Mohr Iris
Publication year - 2021
Publication title -
scandinavian journal of psychology
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.743
H-Index - 72
eISSN - 1467-9450
pISSN - 0036-5564
DOI - 10.1111/sjop.12689
Subject(s) - psychology , job satisfaction , structural equation modeling , social psychology , job attitude , organizational citizenship behavior , path analysis (statistics) , job design , job performance , organizational commitment , mathematics , statistics
Our research reports an empirical analysis of a path model linking job insecurity to organizational citizenship behavior (OCB) via two mediators, that is, intrinsic motivation and job satisfaction. The aim is to evaluate the path model invariance across three generational cohorts, that is, generation X, generation Y, and generation Z. A sample of employees in service companies based in Canada was surveyed. We utilized a partial least square structural equation modeling (PLS‐SEM) approach, which included path analysis and multi‐group analysis (MGA) to test proposed hypotheses. We found that job insecurity negatively predicted intrinsic motivation which positively related to job satisfaction. Job satisfaction influenced OCBs positively. Both intrinsic motivation and job satisfaction mediated the indirect effects of job insecurity onto OCBs. Generation X was more pronounced in their reaction to job insecurity than later generations given the strong negative effects on intrinsic motivation and hence on their job. However, generation Z employees followed their parents from generation X regarding engaging more in OCBs when they are satisfied with their job than generation Y. In general, therefore, it should come as no surprise that generation X employees’ OCBs can be expected to plummet due to the elevated levels of job insecurity during pandemic times (e.g., COVID‐19) more intensely than Generation Y. Clearly, with COVID‐19 having led many organizations around the world to adopt virtual workplace environments, generational differences amongst employees have to be considered as a matter of crucial concern for these organizations.