Cornelius J. König

A model for the effects of job insecurity on performance, turnover intention, and absenteeism

This study investigates the effects of job insecurity on four organizationally important outcomes: in-role behaviour, organizational citizenship behaviour, turnover intention, and absenteeism. A model is tested in which job insecurity is simultaneously a hindrance and a challenge stressor. In particular, job insecurity is proposed to have a predominantly harmful effect on performance, turnover intention, and absenteeism, and it is argued that these effects are mediated by (reduced) work attitudes. In addition, job insecurity is also assumed to affect these behaviours in the opposite way (i.e. a suppressor effect) because job insecurity might motivate employees to make themselves more valuable to the organization by working harder and being less absent. The model is tested with a sample of 136 German non-managerial employees. Data from supervisors (i.e. in-role behaviour and organizational citizenship behaviour), the companys personnel files (i.e. absenteeism), and self-reports (i.e. job insecurity, work attitudes, turnover intention, in-role behaviour, and organizational citizenship behaviour) were used. Structural equation modelling showed that a model that included both negative and positive effects fitted the data best. The negative effect was stronger than the positive effect. The results show that the effects of job insecurity are more complex than previously assumed. In addition, the results also extend previous research into hindrance and challenge stressors because they show that stressors should not be categorized as either hindrance or challenge. Instead, it might be more appropriate to conceptualize hindrance and challenge as two dimensions.

Working Memory Dimensions as Differential Predictors of the Speed and Error Aspect of Multitasking Performance

Being able to work on several tasks at the same time (multitasking) is an important performance aspect of many jobs. Recent research findings pointed out the important role of working memory for multitasking performance in general. To understand more about the role of working memory in predicting the speed and the error aspect of multitasking performance, this research was based on a newly developed and well-elaborated multidimensional model of working memory (Oberauer, Süß, Wilhelm, & Wittmann, 2003). Its 3 dimensions are storage in the context of processing, coordination, and supervision. In addition, attention and reasoning were controlled when predicting multitasking speed and error. A multitasking scenario, a battery of working memory tests, a battery of reasoning tests, and 2 attention tests were administered to 135 participants. As expected working memory was the best predictor of multitasking performance, followed by reasoning and attention. Working memory components showed a differential validity when predicting multitasking speed and multitasking error: Multitasking speed was predicted mainly by coordination, and multitasking error mainly by storage in the context of processing. Thus, this study provided a deeper insight into the relevant abilities of multitasking. Implications for personnel selection are discussed.

Personnel Selection as a Signaling Game

Personnel selection involves exchanges of information between job market actors (applicants and organizations). These actors do not have an incentive to exchange accurate information about their ability and commitment to the employment relationship unless it is to their advantage. This state of affairs explains numerous phenomena in personnel selection (e.g., faking). Signaling theory describes a mechanism by which parties with partly conflicting interests (and thus an incentive for deception) can nevertheless exchange accurate information. We apply signaling theory to personnel selection, distinguishing between adaptive relationships between applicants and organizations, among applicants, and among organizations. In each case, repeated adaptations and counteradaptations between actors can lead to situations of equilibrium or escalation (arms races). We show that viewing personnel selection as a network of adaptive relationships among job market actors enables an understanding of both classic and underexplored micro- and macro-level selection phenomena and their dynamic interactions.

Time for Reflection: A Critical Examination of Polychronicity

Both researchers and practitioners are increasing their attention to the multitasking demands of contemporary work contexts, and previous work suggests polychronicity plays a central role in the motivation of individuals to perform multiple tasks simultaneously. However, our detailed examination of existing literature reveals a wide range of conceptualizations and operationalizations of this construct, as well as incongruent results concerning the effects of polychronicity on behavior and performance. In this article, we develop recommendations for defining and measuring polychronicity more precisely, we examine and compare existing work on predictors of polychronicity, and we address the equivocal relationship between polychronicity and performance. We conclude with implications for future research.

Examining occupational self-efficacy, work locus of control and communication as moderators of the job insecurity-job performance relationship

Employees’ performance has been shown to be moderately hampered by job insecurity. Based on conservation of resources theory, the study examines whether three possible resources (occupational self-efficacy, work locus of control and communication) moderate the negative job insecurity—performance relationship. Analyses of a large Swiss dataset reveal two significant interaction effects: the higher the job insecurity, the less influence work locus of control and perceived communication exert on the job insecurity—performance relationship. This suggests that work locus of control and perceived communication may be resources that can only act beneficially in a situation of low job insecurity.

Catch me if I fall! Enacted uncertainty avoidance and the social safety net as country-level moderators in the job insecurity-job attitudes link

Job insecurity is related to many detrimental outcomes, with reduced job satisfaction and affective organizational commitment being the 2 most prominent reactions. Yet, effect sizes vary greatly, suggesting the presence of moderator variables. On the basis of Lazaruss cognitive appraisal theory, we assumed that country-level enacted uncertainty avoidance and a countrys social safety net would affect an individuals appraisal of job insecurity. More specifically, we hypothesized that these 2 country-level variables would buffer the negative relationships between job insecurity and the 2 aforementioned job attitudes. Combining 3 different data sources, we tested the hypotheses in a sample of 15,200 employees from 24 countries by applying multilevel modeling. The results confirmed the hypotheses that both enacted uncertainty avoidance and the social safety net act as cross-level buffer variables. Furthermore, our data revealed that the 2 cross-level interactions share variance in explaining the 2 job attitudes. Our study responds to calls to look at stress processes from a multilevel perspective and highlights the potential importance of governmental regulation when it comes to individual stress processes.

Situation assessment as an ignored factor in the behavioral consistency paradigm underlying the validity of personnel selection procedures

This study contributes to the literature on why selection procedures that are based on the behavioral consistency logic (e.g., structured interviews and assessment centers) are valid predictors of job performance. We rely on interactionist theories to propose that individual differences in assessing situational demands explain true variance in performance in selection procedures and on the job. Results from 124 individuals in a simulated selection process showed that the assessment of situational demands was related to both selection and job performance. Individual differences in assessing situational demands also contributed to the criterion-related validity of assessment center and structured interview ratings, offering a complementary explanation as to why selection procedures based on the notion of behavioral consistency predict job performance.

Time management problems and discounted utility.

The lens of behavioral decision theory offers a new perspective for research on time management. The basic idea of this approach is that people discount future consequences of their time management decisions, meaning that they work on tasks with smaller but sooner outcomes rather than on tasks with larger but later outcomes. The authors performed 2 experimental studies to test whether people are sensitive to differences in the discounted utility of time management decisions. In Experiment 1, they used vignettes of typical time management situations; Experiment 2 was a laboratory simulation (an in-basket task that was part of a training assessment). Participants in both studies were German students. As expected, manipulating the discounted utility of options resulted in different time management decisions. In Experiment 1, reactions to time management situations were judged as less likely if the reactions had lower discounted utilities. In Experiment 2, people spent less time on an interruption.

Deadline Rush: A Time Management Phenomenon and Its Mathematical DescriptionRelationships Between Critical Thinking and Attitudes Toward Women's Roles in Society

A typical time management phenomenon is the rush before a deadline. Behavioral decision making research can be used to predict how behavior changes before a deadline. People are likely not to work on a project with a deadline in the far future because they generally discount future outcomes. Only when the deadline is close are people likely to work. On the basis of recent intertemporal choice experiments, the authors argue that a hyperbolic function should provide a more accurate description of the deadline rush than an exponential function predicted by an economic model of discounted utility. To show this, the fit of the hyperbolic and the exponential function were compared with data sets that describe when students study for exams. As predicted, the hyperbolic function fit the data significantly better than the exponential function. The implication for time management decisions is that they are most likely to be inconsistent over time (i.e., people make a plan how to use their time but do not follow it).

Anchors Distort Estimates of Expected Duration

This research explored the effect of presenting participants an anchor, which is a salient standard of comparison, before asking them to estimate the amount of time they believe they will need to complete a task (expected duration estimation). Such anchors can be assumed to be common in real-life situations, e.g., duration suggestions made by work colleagues. Participants were 32 students (M age = 23.1 yr., SD = 3.2; 28 women) who received course credit for participating. In the presence or absence of one of two anchors they had to estimate how much time they would need to work on a catalogue task. Actual time needed for the task was also measured. As predicted, analysis showed that estimates of expected duration were distorted in the direction of the anchors, i.e., estimations were assimilated into the presented anchor value. The implications for time management are discussed.