This manuscript aims to review the literature on the relationship between job insecurity and job involvement, perceived organizational support, organizational commitment, and positional characteristics. The definition and conceptualization of the variables are discussed for clarity. This systematic review used the Preferred Reporting Items for Systematic Reviews and Meta-Analyses (PRISMA) guidelines to summarize and review 19 articles on job insecurity. The result shows gaps in the relationship between job involvement and organizational commitment, yielding no result from the search. This review identified implications and areas for future research on the topic. It also found evidence supporting the need to further investigate the antecedents and consequences of job insecurity in order to improve productivity and reduce attrition.
This study delves into the intricate relationships among job involvement (JI), perceived organizational support (POS), job insecurity (JIS), and organizational commitment (OC), with a particular focus on the mediating role of JIS within the context of the Malaysian private sector. The research delves into the antecedents of job insecurity and organizational commitment, offering insights to enhance commitment. Our study involved 440 employees in the Malaysian private sector, utilizing self-report questionnaires administered online. Notably, our findings underscore the significance of employment flexibility, job positions, and tenure in shaping JIS. Furthermore, we identify significant relationships among the variables: POS negatively predicts JIS, while JI, JIS, and POS collectively predict OC, with JIS partially mediating the POS-OC relationship. These empirically-grounded insights offer actionable guidance for organizations, empowering human resources practitioners to craft effective talent retention strategies and allocate resources strategically. In doing so, organizations can enhance employee productivity and bolster organizational commitment, ultimately contributing to sustained success in a dynamic work environment. These findings hold valuable implications for human resources practitioners, guiding the development of talent retention strategies and resource allocation to enhance employee productivity.