The nature of work is changing considerably in different sectors of the industry over the past few decades. It has been found that modern organizations consider job stress and job satisfaction as the major issues in the organization. The effects of poor job design and job dissatisfaction is an important concern for large companies as well as small business owners. Several work areas might be affected if the employees are not happy with the jobs and this may also affect other employees in the organization (Clarke 2015). It has been found that the employees who report low job satisfaction experiences several other issues in the work place. This results in stress in their job place. The workers who are not satisfied or happy with their job has higher probability of being stressed in the workplace (Warr and Inceoglu 2017). Moreover, it has been found that when one employee in an organization does a miserable job, it affects the other employees who comes in contact with them and thus they are affected by their attitude. Low job satisfaction along with low employee morale results in lack of productivity in the organization. Low job design also demotivates the employees and thus they cannot pay proper attention to their tasks. It also results in high turnover rate among the employees in the organization. In such circumstances, the employees may also leave the organization because they are not satisfied with their job role (Hennekam et al. 2017).
There are many industries or organizations in Australia that suffers from high employee turnover rate and the inability or incapacity or retain qualified employees in the organization. It can be said that the work related stress in the organization can be considered harmful when emotional and physical responses co-incide with each other and there is mismatch between the capabilities of the workers, needs, resources and job requirements (Fletcher et al. 2016). These workplace factors can affect the work related stress in the organization. It can be said that these factors can be divided into psychosocial and physical hazards. The exposure to this physical hazards can be associated with the anxiety level of the employees in the organization and this in turn results in work related stress in the organization. The psychosocial hazards includes the factors that are related to management and organization, work design along with the workplace social structure and thus it lays negative impact on the individuals. These work related stress influences the organizational as well as the individual issues which includes mental and physical outcomes, behavioral outcome, organizational commitment and job satisfaction.
The work related stress is regarded as a vital factor for job satisfaction. These stress leads to low job satisfaction as well as aggression when it functions as a negative factor in the organization. It can also be said that job satisfaction helps in protecting and safeguarding the employees from different kinds of stressors I the workplace. There are several theories which were designed to support the fact that the job satisfaction of the employees are associated with the productivity of the employees. There was a cause and effect relationship between productivity and satisfaction. There are many companies in Australia whose productivity is comparatively low and thus the organizations experiences loss of profit. It can be said that job satisfaction can deliver quality work and service to the customers. This paper will highlight the various literatures related to poor job design and job insecurity in the Australian organization. Moreover, it will also highlight the findings and the associated implications of HRM when the employees experience job dissatisfaction and how they will deal with them effectively (Blustein et al.2016).
The different psychological factors plays an important role in employee’s motivation and thus there might be changes in the job design which will help in better job performance of the employees as well as job satisfaction. Several attention has been drawn to these theories and the re-design of jobs and work as an important strategy in the organizational change will enhance the performance of the employees (Hurrell 2016). Moreover, improvement in the job content will stimulate growth as well as individuals will be motivated to satisfy their needs. Job satisfaction refers to the feelings of the person associated with his/her job role and thus it acts as a motivation to work for the employees. It is also defined as the un-pleasurable emotional statement which results from the appraisal of a person’s job as a blocking or frustrating element for the attainment of an individual’s value or disvalue (Kinman 2016). It is important to develop excellent communication skills that may stimulate the growth needs and thus it will motivate the individuals to fulfill his/her needs. Job satisfaction and dissatisfaction depends on the nature of job and the expectation of the employees from that particular job. It can be said that because of rapid organizational change such as merger, outsourcing and downsizing, the employees in the organization experiences job insecurity in the workplace (Afshar and Doosti 2016). Moreover, job insecurity can be defined as a marked sense of job insecurity in the organization. It refers to the amount of amount of uncertainity that an individual will have to experiences about his job role. Work engagement is also included under different conditions of uncertainty. It can be said that in an environment of high job insecurity, the employees engaged in the organization will have strong needs to change their job role and the relational boundaries in the job to reduce the amount of uncertainty and to provide good fit with high values in the organization (Haile and Premanandam 2017). Job insecurity lays negative consequences on the organization and the employees have a tendency to quit the organization and thy also try to reduce the level of commitment in the organization. There are certain affective components of job insecurity that are not included in the affective components of the operationlization process in job insecurity (Sisson 2016).
According to Reisel and Banai(2016), there are two approaches that are used in measurement as well as conceptualization of job insecurity in an organization. The larger is the approach, the better will be its impact on the organization. Moreover, the author has also highlighted that expansion of job insecurity includes powerlessness and job features as an important part of the construct. The value or importance of job features are likely to change according to the perceived job feature or the likelihood to change in the organization. The challenge that is associated with conceptualization, measure of job insecurity and conceptualization are regarded as an important feature of job insecurity process. The paper also highlights the study that is conducted among the union of line workers and it has been found that only a few proportion of the people have the fear of losing their job in the organization. The conceptualization and the operational process of job insecurity offers such an approach that reflects the fullness of job insecurity construct in feelings and thoughts. It also grants appropriate separation of construct and cause in the organization.
Lu et al. (2014) has highlighted that the organizations are under competitive pressure to survive and compete in this era of globalization. Job insecurity can be accessed using different items and thus it helps in reflecting the amount of certainity that a person has about his/her job security. The responses are considered to be very uncertain and thus it includes higher level of job insecurity. The moderating effect of job insecurity highlights that an uncertain environment motivates the employees to change his job. With the help of different proactive actions, the individuals can utilize the level of uncertainity in the workplace as an opportunity so that they can craft their job and thus develop their skills. Moreover, it can be said that job insecurity does not work help always in the work engagement changes which are essential in the physical job crafting relationship. It can be said that work engagement is positively associated with the changes that are associated in job crafting rather than the feeling of job insecurity.
According to Keim et al. (2014), sudden loss of one’s job may lead to stress, disruption and trauma. Stress is generally defined as the circumstance that places physiological or physical demands on an individual and thus it leads to psychological, physiological and behavioural outcomes of an individual. The demands may persists over time and it may be chronic, long-term or undesirable outcomes which may yield better results. The researchers have highlighted that job insecurity can be considered as a stressor and thus it leads to negative outcomes of an individual. Moreover, researchers have also pursued stress as a threat against an individual’s goal and then decide whether the individuals have enough resources to handle or cope up with stress. It also involves the appraisal of one’s continuing education and then analyze the affective reactions from the threat. The employee’s level of job insecurity also depends on how the individuals will evaluate and interpret the work environment. The author has also highlighted the predictors of the present meta-analysis process as the antecedents or the predictors in the job security process. The most important antecedents in these job security process are age, gender, education, organizational climate and employment relationship.
Keim et al. (2014) has also highlighted that the other predictors of job insecurity are role conflict, role ambiguity and LOC predictors. The psychological contracts also gives the employees a sense of predictability and control. It can be considered that the threat to the employee’s sense of control can lead to negative outcomes and thus it includes the job related strains and stressors and it is detrimental to the health outcomes of an individual. The perceived variables can threaten this control and thus it can induce the feelings of job insecurity process. The psychological breach of contract is defined as the increased sense of perceptions for the failure to meet the promised obligations. There are several studies which have indicated a relationship between the internal locus of control of an employees as well as the job insecurity process. There are some common directionality and strength which will help in yielding best results. Moreover, researchers have also highlighted that the individuals will experience psychological contract breach in job insecurity processes. As job security is regarded as a crucial factor in any psychological contract, the propensity to experience the breach will occur in garter job insecurity perception ideas. These will include the various type of employment contract as well as organizational change such as gender, education and age. It can be said that layoffs and other organizational change will make the employees feel that there relation is broken or cut off with the employers. This lack of association and predictability during times of uncertainty are associated with the different job insecurity perceptions and psychological contracts. Poor organizational communication can also weaken the psychological contract and this will make the employee question about their expectation. It can be said that greater communication can strengthen the psychological contract, offer predictability and provide more security. In many organizations, the older employees will perceive psychological breach from the new employees because they have joined the organization with different perception. On the other hand, the older employees will have strong psychological contract with higher demands from the employee and the employers, whereas the new employees will have to face unattached psychological contract with lower expectations. Thus, it can be said that the older employees will have greater expectations and they are likely to experience breach when their expectations are not fulfilled or met.
According to De Spiegelaere et al. (2014), there is gender differences in job insecurity process and the perception that is associated with job insecurity is not clear. It has been found that women experience more job insecurity than the male counterpart. In certain situations, the female counterparts might not have control over their own employment and thus they will perceive losing their job as stressful. Moreover, women also expect more from their employers and they are likely to experience psychological contract violations from their employers. In certain cases, the blue collared workers will only have few resources and they will rely on the feedback from the higher authorities or the supervisiors. Moreover, they will also get automatic feedback from the employers. However, on the other hand, the white collar employees will be self reliant on communication and thus it will strengthen their psychological contract with the employers in the organization which indicates that there is no such job insecurity.
According to Meijerink et al. (2016), the main aim of human resource managers is to improve the performance of the organizations. The managers ahs emphasized the increasing importance of gaining competitive advantage through employees and to obtain this advantage it is necessary to pay attention on the integrated and mutual reinforcement of human resource practices in the organization. When the employees are not satisfied with the job, they will not be willing to work for the development and betterment of the organization. Moreover, they will not pay proper attention and thus it reduce their performance level and commitment to their assigned job role. There are many factors which will help the employees to pay attention to their job and thus attract other workers in the organization which will help in the fulfillment of the goals and commitment of the organization in the long run for its development. The learning opportunities, image of the company, performance recognition, learning opportunities and working conditions will help in keeping the employees motivated and attracted to their job. Human resource management is concerned with the capital management, reward management, organizational effectiveness and employee relation. Moreover, these human resource practices are linked with the management of human resource in the organization, various activities that are associated with staffing and sustaining the performance of the employees. It is necessary to positively influence the staff and to develop such an environment where people want to do their best and want to stay in the company for longer period of time. When companies are successful in satisfying the employees , the employees also try hard and try to make deeper commitments for the development of the company. The employees loose job satisfaction when there are backbiting co-workers in the organization, conflict with the supervisors, not paid for the job appropriately and fear of losing their job. The human resource manager must also take care about the motivation of the employees and must try to keep the employees inspired. If the employees work for their career, they will try to make advancement in their career and thus will be motivated by the prestige and status of their job. On the other hand, if the individuals work for financial reward, he/she will not be motivated in any particular nature of work and thus they will try to shift their job.
From the above mentioned literature,it has been found that the response of the employees in the management of the people in the organization seeks to measure and explain the relationship between organizational performance and human resource management. The response of the employees are usually divided into the attitudinal or affective outcomes in the organization such as organizational commitment, job satisfaction, building and development of cognitive skills of the employees, discretionary and task behavior. The behavior of the employees from the attitudinal components vary because the discretionary behavior of the employees both on the job and off the job are different. The intended practices of the employees designed by the organization contribute for the development of business strategy and thus they try to meet the social legitimacy. Moreover, these will also influence the organizational values and the various operational strategies which help in the determination of the skills and the staffing requirements. The actual practices which are adopted by the human resource professionals are implemented and the leadership behavior also varies accordingly. The HR practices and the way in which it will be applied will have a functional purpose and the employees can judge the level of utility and satisfaction from it.
From the findings of De Spiegelaere et al. (2014), the feeling of job insecurity is harmful for the employees and thus it prevents the employees to contribute efficiently for the development of the organization. Efforts must be made by the employees to increase organizational support and acceptance and establish healthy work life balance which will help them in undermining the problem of job insecurity. There exists close relationship between the support programs in the organization and job insecurity. The efforts to increase organizational support and acceptance will help in the establishment of clear lines of goal and work life balance for the employees.
From the findings of Meijerink et al. (2016), reorganization and downsizing are regarded as serious threats for the psychological development of the employees and there are various intervention strategies are necessary for addressing the different events. It is necessary to manage job insecurity and manage the health and well being of the employees in the organization. The main factor which is involved in negative restructuring is the uncertainity of the employees for their future as well as the risk associated with losing their job.
From the findings of Keim et al. (2014), it can be concluded that job insecurity can be classified according to the two major perspectives based on comprehensive review and traditional review. It can be said that although the two views vary, both are concerned about the continued presence of a particular job However from the findings of Lu et al.(2014), job insecurity can be accessed using four items and thus it has highlighted the amount of uncertainty that a person faces during this job.
Conclusion
Thus, it can be said that the human resource managers must try to maintain cordial relationship with the employees to retain them in the long run and also to increase their perception. The managers must also try to provide job autonomy and this will help in the creation of relaxed environment. Therefore, it can be said that the leaders must try to tailor the jobs in such a way so that it will fulfil the passion, strength and motives of the workers.
References
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Blustein, D.L., Olle, C., Connors-Kellgren, A. and Diamonti, A.J., 2016. Decent work: A psychological perspective. Frontiers in psychology, 7.
Clarke, M., 2015. To what extent a “bad” job? Employee perceptions of job quality in community aged care. Employee Relations, 37(2), pp.192-208.
De Spiegelaere, S., Van Gyes, G., De Witte, H., Niesen, W. and Van Hootegem, G., 2014. On the relation of job insecurity, job autonomy, innovative work behaviour and the mediating effect of work engagement. Creativity and Innovation Management, 23(3), pp.318-330.
Fletcher, L., Bailey, C., Alfes, K. and Madden, A., 2016. Employee engagement in the public sector: a narrative evidence synthesis.
Girma, S., 2016. The relationship between leadership style, job satisfaction and culture of the organization. IJAR, 2(4), pp.35-45.
Haile, M. and Premanandam, P., 2017. Employees’ job satisfaction in Ethiopia: A comparative study of selected public and private sectors in Woldia district. IJAR, 3(4), pp.19-25.
Hennekam, S., Hennekam, S., Bennett, D. and Bennett, D., 2017. Creative industries work across multiple contexts: common themes and challenges. Personnel Review, 46(1), pp.68-85.
Hurrell, S.A., 2016. Rethinking the soft skills deficit blame game: Employers, skills withdrawal and the reporting of soft skills gaps. human relations, 69(3), pp.605-628.
Keim, A.C., Landis, R.S., Pierce, C.A. and Earnest, D.R., 2014. Why do employees worry about their jobs? A meta-analytic review of predictors of job insecurity.
Kinman, G., 2016. Effort–reward imbalance and overcommitment in UK academics: implications for mental health, satisfaction and retention. Journal of Higher Education Policy and Management, 38(5), pp.504-518.
Lu, C.Q., Wang, H.J., Lu, J.J., Du, D.Y. and Bakker, A.B., 2014. Does work engagement increase person–job fit? The role of job crafting and job insecurity. Journal of Vocational Behavior, 84(2), pp.142-152.
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