Some managers think that job insecurity is really work as a large motivator is it true ???

Hii fellow members of this wonderful community I am winy from India, I had taken a break from steemit for quite a long time but now I am back, I hope you all are safe and healthy, I will try to be active as much as I can and will try to post more quality content than before, and I am sure you all will support me as always : )

I crunched the numbers to seek out reveals that the solution depends on the degree of job insecurity and also the relevant performance criteria. But the general answer won't please fans of the late Jack Welch.

Uncertainty and performance outcomes

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Researchers disagree on the results of job insecurity on job performance. Some specialize in the adverse consequences of job insecurity, while others specialize in its potential motivational function.

Researchers from the University of Auckland and therefore the University of Texas at city theorized that the consequences of job insecurity trusted its level of severity and also the specific varieties of job performance are considered.

Since no single empirical study can adequately answer this question, the simplest thanks to realize it are to conduct a meta-analysis. Based on data from quite 100 rank-and-yank studies, we concluded that Welch was both right and wrong.

Uncertainty as motivation?

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We found that when job insecurity is extremely high, employees increase their performance and also the kinds of behavior that are explicitly recognized by a proper reward system.

Similarly, employees also tackle tasks that are beyond their formal duties but are beneficial to the productivity of the organization and are visible to managers.

Such tasks may include attending unsolicited meetings, sharing informed opinions to unravel work problems, and volunteering to figure overtime when necessary. This seems to be excellent news. But such “motivational” effects of job insecurity are very weak (although statistically significant), with few real-world practical consequences.

Thus, the duty insecurity related to the "20-70-10" approach is a smaller amount of an interesting factor for workers than Welch may have hoped. Moreover, as job insecurity increases, employee creativity declines—and then levels off.

Employee creativity or their ability to come up with innovative and practical ideas or solutions can contribute to the success of a company and is therefore highly valued by organizations.

Additionally, employees experiencing low to moderate levels of job insecurity reduce behaviors that will be beneficial to their colleagues, like providing assistance when needed. Taken together, extremely high job insecurity isn't conducive to creative employee performance or "good citizenship" within the workplace. Hazardous work environment

Safety includes wearing protective equipment, following safety protocols, and keeping managers informed of issues of safety.

Job insecurity also consistently increases the likelihood that employees will engage in destructive behaviors that harm the organization, including calling in sick once they don't seem to be sick and destroying or stealing company property.

All in all, considering the largely negative effects of job insecurity on employee attitudes, organizational commitment, health, and well-being, the small, positive, motivational effect of accelerating job insecurity might not be worthwhile.

Uncertainty and productivity Given New Zealand's low productivity, it's worth considering how managers can effectively motivate workers.

According to the Productivity Commission, New Zealanders worked 34.2 hours per week and produced NZ$68 per hour. However, in other OECD countries, workers worked 31.9 hours per week and produced $85 per hour.

So it's important to seek out ways to extend employee performance. But given these data, this can be unlikely to be achieved using the "stick" of job insecurity.

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Thank you so much for reading share your thoughts in the comment section : )

Warm regards,
@Winy