The Influence of Job Insecurity on Job Performance: The Moderating Role of Proactive Personality

Authors

  • M. Irfan MS Scholar Department of Business & Management Science, University of Lakki Marwat
  • Dr. Mahad Jehangir Lecturer, Department of Business & Management Science, University of Lakki Marwat
  • M. Rafiq MS Scholar Department of Business & Management Science, University of Lakki Marwat
  • Ghani Rehman MS Scholar Department of Business & Management Science, University of Lakki Marwat
  • Dr. Bilal Khan Assistant Professor, Department of Management Sciences, Abasyn University, Peshawar

Abstract

Job insecurity of employees is one of the main issues in organizational success. The motivation theories revealed that if employees feel their job insecure then they are not motivated and will ultimately lead towards poor job performance. Scholars across the globe check out this relationship. Research in hand used proactive personality as moderator in the relationship between job insecurity and job performance. Current study collected data from contractual employees of southern districts universities, KP Pakistan. The data was collected through survey approach by using well-structured adopted questionnaire. Results revealed that there is inverse relationship between job insecurity and job performance, meaning that with the increase in job insecurity the employees job performance declines. Results also elaborated that proactive personality do act as a moderator in the relationship between predictor and criterion variable. Furthermore, It is concluded from the results that if an employee job is insecure but having proactive personality can enhance his job performance.

Keywords: Job Insecurity, Job Performance, & Proactive Personality

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Published

2024-12-16

How to Cite

M. Irfan, Dr. Mahad Jehangir, M. Rafiq, Ghani Rehman, & Dr. Bilal Khan. (2024). The Influence of Job Insecurity on Job Performance: The Moderating Role of Proactive Personality. Policy Journal of Social Science Review, 2(4), 646–670. Retrieved from https://journalofsocialsciencereview.com/index.php/PJSSR/article/view/71