Different responses to job insecurity of Chinese workers in joint ventures and state-owned enterprises
Document Type
Journal article
Source Publication
Human Relations
Publication Date
1-1-2005
Volume
58
Issue
11
First Page
1391
Last Page
1418
Keywords
Job insecurity, Organizational citizenship behavior, Rational choice theory, Social exchange theory, Trust in organization
Abstract
Job insecurity has become an important issue for western organizations in the last decade due to uncertain economic conditions, global competition, and the advancement of information technology In this study, we integrate social exchange theory and rational choice theory to explain employees' responses to job insecurity in the Chinese context. We distinguish short-term transactional exchange from long-term relational exchange, and argue that joint ventures (JVs) and state-owned enterprises (SOEs) are characterized by different kinds of employee-organization exchange. An integrated theoretical framework is developed to explain why workers in these organizations respond differently to job insecurity A total of 548 supervisor-subordinate dyads in a JV and a SOE in China are used to test the hypotheses derived from our framework. The results of hierarchical regression analysis indicate that the effects of job insecurity on organizational citizenship behavior (OCB) and job performance depend on both organizational types and employees' trust in their organization.
DOI
10.1177/0018726705060243
Print ISSN
00187267
E-ISSN
1741282X
Publisher Statement
Copyright © 2005 by The Tavistock Institute
Access to external full text or publisher's version may require subscription.
Full-text Version
Publisher’s Version
Language
English
Recommended Citation
Wong, Y.-T., Wong, C.-S., Ngo, H.Y., & Lui, H. K. (2005). Different responses to job insecurity of Chinese workers in joint ventures and state-owned enterprises. Human Relations, 58(11), 1391-1418. doi: 10.1177/0018726705060243