The South African work situation is continuously changing due to globalisation, and most organisations embark on strategies that are geared to ensure survival. The political economical, social and demographical situation of the country encourages the changing work environment to be aligned with the international community. Strategies and tactics such as structuring down sizing, re-organisation, and technological changes are deployed by most organisations with the hope of profit making, survival and to remain competitive in this changing world of work. While organisations embark on these strategies, employees are facing massive job loss, which results in employees experiencing feelings of job insecurity. Employees, who feel psychologically empowered through leadership empowering behaviour, endue a sense of job security and thus contribute towards a healthy work organisation. Employees from four business units in a steel-manufacturing organisation were targeted. The study population included employees the managerial and non-managerial categories. A cross-sectional survey design was used to obtain the research objectives. Three standardised questionnaires were used in the empirical study, namely Leader Empowering Behaviour Questionnaire, Job Insecurity Inventory and the Measuring Empowerment Questionnaire. The results indicated average mean scores on the scales of leader empowering behaviour, job insecurity and psychological empowerment when compared to previous studies. Strong negative correlations were found between leader empowering behaviour and job insecurity and between job insecurity and psychological empowerment. Strong positive correlation was found between leader empowering behaviour and psychological empowerment. Regression analyses showed that leader empowering behaviour predicts job insecurity and psychological empowerment. It was also found that job insecurity predicted psychological empowerment. This research indicates that leadership has a positive impact on employees' feelings of security and empowerment. Based on the results recommendations were made and can be implemented by this organisation. / Thesis (M.A. (Industrial Psychology))--North-West University, Vaal Triangle Campus, 2007.

The primary objective of this research was to investigate the relationship between core self evaluations and job insecurity of employees (N = 298) at a government organisation. A cross-sectional survey design was used. Constructs were measured by means of the Core Self-evaluations Scale (CSES), the Job Insecurity Survey Inventory (JISI), and a biographical questionnaire. Results indicated that a practically significant negative relationship exists between self evaluations and job insecurity. It further found that a self evaluation holds some predictive value with regard to job insecurity. / Thesis (M.A. (Industrial Psychology))--North-West University, Vaal Triangle Campus, 2005.

The South African work situation is continuously changing due to globalisation, and most organisations embark on strategies that are geared to ensure survival. The political economical, social and demographical situation of the country encourages the changing work environment to be aligned with the international community. Strategies and tactics such as structuring down sizing, re-organisation, and technological changes are deployed by most organisations with the hope of profit making, survival and to remain competitive in this changing world of work. While organisations embark on these strategies, employees are facing massive job loss, which results in employees experiencing feelings of job insecurity. Employees, who feel psychologically empowered through leadership empowering behaviour, endue a sense of job security and thus contribute towards a healthy work organisation. Employees from four business units in a steel-manufacturing organisation were targeted. The study population included employees the managerial and non-managerial categories. A cross-sectional survey design was used to obtain the research objectives. Three standardised questionnaires were used in the empirical study, namely Leader Empowering Behaviour Questionnaire, Job Insecurity Inventory and the Measuring Empowerment Questionnaire. The results indicated average mean scores on the scales of leader empowering behaviour, job insecurity and psychological empowerment when compared to previous studies. Strong negative correlations were found between leader empowering behaviour and job insecurity and between job insecurity and psychological empowerment. Strong positive correlation was found between leader empowering behaviour and psychological empowerment. Regression analyses showed that leader empowering behaviour predicts job insecurity and psychological empowerment. It was also found that job insecurity predicted psychological empowerment. This research indicates that leadership has a positive impact on employees' feelings of security and empowerment. Based on the results recommendations were made and can be implemented by this organisation. / Thesis (M.A. (Industrial Psychology))--North-West University, Vaal Triangle Campus, 2007.

Thesis (M.S.)--Washington State University, August 2008. / Includes bibliographical references (p. 60-66).

Thesis (Ph. D.)--Stanford University, 2001. / Includes bibliographical references (leaves 280-316).

Thomas A. Kochan, John Paul MacDuffie, Paul Osterman. / "June 1988." / Includes bibliographical references (p. 28). / Supported in part by the Management in the 1990s Research Program.

This study is concerned with the impact of job insecurity on the vital social exchange relationship between employee and employer. Specifically, it explored the relationship between job insecurity and two important social exchange outcomes—organizational commitment and organizational citizenship behavior. Moreover, it assessed the moderating effects of individual factors (communal orientation and powerlessness) and situational factors (trust in management, procedural fairness, and organizational support) on these relationships.

Abstract not available

Thesis (M. S.)--University of Canterbury, 2010. / Typescript (photocopy). Includes bibliographical references (leaves 56-62). Also available via the World Wide Web.

Procedural justice is applied to layoffs to study the effects of layoffs on survivors. Procedural norms, developed as components of procedural justice, are applied to develop two different layoff procedures, merit and random. The hypotheses come from this application as moderated by the individual's self-perception. Low performers prefer a procedural equality layoff, while high performers demonstrate no clear preference for either layoff procedure. When given the opportunity to choose a layoff procedure, the subjects having control over the layoff procedure to be used were no more satisfied with the process than those who had no control. Performance equity (merit) layoff. Subjects in this condition decreased performance, while the subjects in the other layoff conditions maintained performance levels.