THE EFFECT OF JOB INSECURITY ON EMPLOYEES’ PERFORMANCE IN FINANCIAL INSTITUTIONS: A CASE STUDY OF BARCLAYS BANK HEAD OFFICE – HANNINGTON ROAD

ABSTRACT

The study was carried out at Barclays bank in Kampala city Council (Kampala road) opposite workers house (NSSF) with the purpose of investigating the effects of job insecurity on employees’ performance in financial institutions. The research objectives were to identify the causes of job insecurity in an organization, to identify the forms of job insecurity in an organization and to suggest strategies to mitigate job insecurity in financial institutions.

The literature review was done basing on study objectives and a case study research design was used where both qualitative and quantitative approaches of data collection were adopted on 45 respondents using questionnaires and interview guides.

The study found out that the causes of job insecurity in organizations are having inadequate skill, gender effects, the role of individual within the family, individual employee’s tenure on the job, size of firm, sector or industry type, pattern of employment legislation. The major forms of job insecurity in organizations are cognitive probability for job loss, affective component of job insecurity, qualitative job insecurity and quantitative job insecurity. The strategies to mitigate job insecurity included providing accurate information, enhancing communication, training employees on how to cope with the stress, participation and union membership.

It was recommended that efforts should be made to by management in organizations to give employees the assurance that their job is secured and that the long-term survival of the organization is ensured. Also a periodic training session that focuses on equipping employees with skills on emotional intelligence should be initiated by the management of organizations.

CHAPTER ONE

INTRODUCTION

1.0 Introduction

This chapter is going to be the introduction for the research and will provide an overview of the research background, problem statement, research objectives, research questions, hypothesis, scope, significance and limitation of the study.

1.1 Background to the study

Kolawole, Ajani & Adisa (2013) defines job insecurity as the lack of assurance that an employee has about the continuity of gainful employment for his or her work, which might arise from the terms of the contract of employment, layoffs, or the general economic conditions. According to Wikman (2010), job insecurity is perceptual in nature and it’s determined by individual differences across different organizational settings. This subjective nature of job insecurity was further highlighted by Hellgren, Sverke and Isaksson (1999) who distinguished between two different forms of job insecurity: quantitative job insecurity, classifies as worrying about losing the job itself and a qualitative job insecurity, which has to do with worrying about losing important features of the job, including job stability, positive performance appraisals and promotions (Greenhalgh and Ojedokun, 2008).

Employee performance as management concept is a process of establishing a shared workforce understanding about what is to be achieved at an organisation level. It is about aligning the organisational objectives with the employees’ agreed measures, skills, competency requirements, development plans and the delivery of results, Mauno et al. (2005).

In Uganda, job security seems to be very low, according to Adebayo and Lucky (2012). The on-going bank re-capitalization has worsen employment situation as workers can just wake up and found themselves be relieved of their jobs without proper notification process. It is reported that the majority of the banks in the country, in an attempt to restructure their workforce, terminating out some of their staff, many are midway into doing so while the names of those to be affected are presently being compiled, Adebayo and Lucky (2012).This forms of job insecurity mainly arise due to the need by the banks and organizations to increase profit and reduce costs of operations. Even though Ugandans are just becoming aware of job security, they still rank job security as the most critical factor that tends to determine their choice of jobs, Marwick (2010). However, the multiethnic nature of the country seems to play major role in determining the employee’s job security in most organizations.

In addition to the banking industry, Barclays bank has witnessed the laying off or demotion of most qualified employees in order to minimize costs and maximize profits. However, this trend in the banking sector has devastating and long lasting effects on the well-being of affected bank employees. This is coupled with its effects on the organizational commitment and performance of those in the system arising from inability of bank workers to maintain positive attachment to modern work in the absence of security of employment. Thus, the growing interest in the ways in which workers adapt to what is now a normative situation, the jobs offered are only limited or no security thus, the major thrust of this research. According to Geoffrey (2012); job security has a significant effect on the overall performance of the team as well as on the organization’s performance. He noted that organizations with workers with low job security cause people to lose faith in their future which consequently affect performance. It has been affirmed that the more an employee enjoys a high job security the more he is likely to effectively perform his task which is reflected in the overall performance of the organization. However, in conducting all the procedures to increase profitability, the bank has ignored the impact of such decisions on the socioeconomic livelihood of the employees. Therefore there was need to explore the impact of job insecurity on employee performance on the job as they continue to work for the organization with uncertainty of job continuity.

1.2 Statement of the problem

Job insecurity is the perceived powerlessness to maintain the desired continuity in a threatened job situation. In banking sector, particularly in Barclay’s bank, job insecurity is considered as a tool to bring variability in performance of employees. Apparently, it is considered that job insecurity accounts for change in performance but it is not fatal that the change will always be positive. According to Hellgren, (2003); job security has a significant effect on the overall performance of the team as well as on the organization’s performance. James (2012), organizational workers with low job security cause people to lose faith in their future which consequently affect performance. It affirmed that the more an employee enjoys a high job security the more he is likely to effectively perform his task which is reflected in the overall performance of the organization. As Anon (2000) noted, employee job security, is especially very important because the behavior of individuals employed by an organization is driven by their morale.

While most previous studies have concentrated on the consequence of job insecurity from the individual and organizational perspective, little efforts have been made to extend this concentration to the well being of the overall social environment despite the submission by Reitcher (2013) which indicated that the effect of job insecurity is not restricted to work settings alone but can also be detrimental on the behavior of the employees out of work settings which might likely have an effect on the larger society. Despite the considerable theoretical and empirical progress that have been made regarding the health and organizational consequences of this phenomenon, its social and economic consequences on the larger society remains largely unexplored. Hence understanding the detrimental effect of job insecurity in a broader perspective that encompasses the societal, individual and managerial settings would be an interesting area of study. Therefore, the study sought to examine the impact of job insecurity on employee performance in an organization.

1.3 Purpose of the study

To investigate the effects of job insecurity on employees’ performance in financial institutions

1.4 Specific objectives of the study

• To identify the causes of job insecurity in an organization
• To identify the forms of job insecurity in an organization
• To suggest strategies to mitigate job insecurity in financial institutions

1.5 Research questions

• What are the causes of job insecurity in an organization?
• What are the forms of job insecurity in an organization?
• What strategies can be suggested to mitigate job insecurity in financial institutions?

1.6 Scope of the study

1.6.1 Time scope

This study was subjected to be carried out in a period between March and September, 2017 and thus was able to investigate the influence of job insecurity on employees’ performance at Barclays bank in the past years from (2010-2017).

1.6.2 Geographical scope

The study was carried out at Barclays bank in Kampala city Council (Kampala road) opposite workers house (NSSF). Kampala district is located in the central region boarded by Wakiso district in the west, south, north and Kira municipality to the east. The area is purposely selected because the researcher resides within Kampala and therefore this eased movement and data collection.

1.6.3 Content scope

The study contained the effect of job insecurity on employees’ performance, causes of employee job insecurity, the forms of job insecurity and the strategies to mitigate job insecurity in the banking sector.

1.7 Significance of the study

A study of this nature would help the financial institutions and organizations adopt measures in the context of job insecurity and employees performance in the concept of human resource management.

The study is very significant because it would add to the existing literature or the research has added to the stock of books and works already written on job insecurity and performance.

The study would serve as a spring board to those who want to delve much into human resource planning and management.

It would also be beneficial to the academic community and decision makers to make meaningful proposals and suggestions to improve employee job security.

The study would give fore knowledge to the management of Barclays bank on employee job insecurity management.

CHAPTER TWO

LITERATURE REVIEW

2.0 Introduction

This chapter dealt with the assessment of literatures which relate to the topic teacher-learner relationship. Several literatures would be selected and relevant areas would be reviewed and evaluated. This chapter provides information about aspect of previous works which relate to this study.

2.1 Causes of job insecurity in an organization

Erlinghagen (2007) individual resources, which have a positive or negative influence on his/her marketability should influence their perception of their own job insecurity to a considerable degree. This is to indicate that the relevant skills, experience and knowledge about the job as perceived by employees can act as a determinant of feelings of job uncertainty. For instance a highly resourceful employee with relevant skills and experience might likely feel less insecure on the job as a result of the beliefs that his is highly employable and has various other alternative employment opportunities. Thus, having inadequate skill set has been identified as a precursor of job uncertainty feelings. By corroborating this submission, Nickel and Bell (1995) says that the relatively bad employment situation of older people and unskilled workers should mean that job insecurity among these groups is also greater.

According to Erlinghagen (2007) the drivers of job insecurity can be classified under two categories: micro or individual factors (education, income, age, gender, family role expectation, size of firm, type of industry), macro factors (legislation, standards, economic environment etc.)

Regarding gender, Gronau (1977) argued that gender effects arising out of still existing role differences, gender-based specialization and the associated statistical discrimination against women on the job might make female to be more vulnerable and therefore have a higher feelings of not being secure on the job. The role of individual within the family has also been identified as a relevant driver of job insecurity. In the opinion of Erlinghagen (2007) this can be divided into the degree of individual financial contribution to the family and the availability or non availability of children. For instance, it can be assumed that increases in the financial commitment of an individual to the family will likely have a corresponding positive impact on his/her job insecurity. This assumption can also be extended to the presence or absence of children responsibility by concluding that couples with children responsibility are likely to have more financial commitment and thus, react more to a potential job loss situation of threatening job conditions.

Another factor that could have a link to job insecurity by Erlinghagen (2007) is individual employee’s tenure on the job. He reasoned that the longer individuals remain with the same employer, the safer they should be from dismissal, and the less perception of job insecurity they are likely to experience vice versa. Some of the reasons that can be attributed to this are trust developed from a long term relationship (Rosen,1985). And special legal regulations protecting employees with many years’ tenure (OECD 2005). However, he admitted that such situation depends on the peculiarity of the employee by saying that employees who have changed employer frequently and therefore have shorter job tenures do not necessarily feel any more insecure as a result of their extensive experience in the external labor market which has led them to perceive frequent changes of job as a normal situation that simply has to be managed rather than a threat.

From this, we can infer that the relationship between feeling of insecurity on the job and employment tenure seems to be moderated by the job stability of individual. However, Contrary to the submission by Erlinghagen (2007), Belot and Ermisch (2006) posited that job insecurity might likely increase with a higher years of experience on the job. This, he attributed to the fact that since long serving employees are normally entitled to higher pay and entitlement, the thought of losing out on such privilege might have a pronounced effect on them than it is for newly recruited employees who have less entitlement.

In addition, another factor that has been identified is size of firm and sector or industry type. Here, it is argued that firms with large size would tend to have enormous material and financial resources which might enable them to withstand any form of environmental pressure such as economic, political and technological shocks and thus, ensure operationally stability over time, which will in turn reduce the rate at which employees will tend to think of potential organizational dysfunction and future job loss as a possibility. Similarly, those employees whose firm’s operational activities are seasonal in nature are more likely to have a higher feeling of insecurity on the job Erlinghagen (2007).

At the macro level, Erlinghagen (2007) identified two major factors which are the pattern of employment legislation and the scope of the state social protection system. He reasoned that within the labor markets that are characterized by stringent regulations against the retrenchment of workers, such society will tend to have a lower rate of objective job insecurity and hence a lower feeling of future job loss among employees. Similarly, a society that is characterized by high social security and support for citizens is likely to have a lower level of job insecurity in the sense that since the unemployed are usually provided for in such society, hence the fear of losing a present job, and its associated economic benefits might not be so evident on the employees. Thus, a loose labor law which does not ensure that the right of employees are adequately protected, and poor administration of social benefits might likely result in a higher job insecurity among employees.

2.2 Forms of job insecurity in an organization or in an institution

The concept of job insecurity has an underlying involuntary nature, producing a discrepancy between what employees wish for (certainty about the future of their employment) and what they get (uncertainty about their job future) (Sverke & Hellgren, 2003). Job insecurity puts employees in a situation in which their job future and all financial resources connected to it are uncontrollable and unpredictable (De Witte, 1999). Dekker and Schaufeli (1995) conducted two surveys with job insecure employees. The second survey was administered two months after the first survey. During that time one group of employees had been dismissed, while the other was still insecure about their job future. Results showed that the well-being of the dismissed group increased, while the wellbeing of the insecure group remained low. The reason may be related to the dismissed group having regained control over their future by having certainty of status and being able to look for a new job.

The perception of job insecurity is subjective. Objectively the same situation can be interpreted differently by various employees (De Witte et al., 2012). However, employees’ subjective evaluation of their own chances of losing their jobs correlates well with the objective likelihood for job loss (e.g., De Witte, 2005). Low skilled workers, those with a temporary employment contract or employees in certain sectors facing a higher probability of being dismissed, perceive higher job insecurity, hence reflecting their objective situation. Thus, it seems that subjectively perceived job insecurity reflects the objective labour market situation. Furthermore, research across different European countries suggests that job insecurity as perceived by the employee reflects the national economic situation (De Weerdt, De Witte, Catellani, & Milesi, 2004).

There are different types of job insecurity. First, there is the cognitive probability for job loss, when employees think they will become unemployed (Borg, 1992). Second, there is the affective component of job insecurity, e.g. when employees feel scared to lose their jobs. Research found a strong correlation between both aspects of job insecurity and thus homogeneous scales containing items capturing both cognitive and affective components have been developed (e.g., Vander Elst, De Witte, & De Cuyper,2014).

Quantitative job insecurity refers to whether employees feel they was able to keep their jobs or might become unemployed. In contrast, qualitative job insecurity is concerned with being insecure about valued job characteristics, e.g. wage, location of employment or working hours(De Witte et al., 2012). Qualitative job insecurity has been investigated less frequently than quantitative job insecurity (Hellgren et al., 1999). The question that has been evoked was which type of job insecurity is more problematic (De Witte et al., 2012).

The early researchers on job insecurity, Greenhalgh and Ojedokun (2008), suggested that quantitative job insecurity would be more problematic, because the employee loses “more”: there is a risk of losing the entire job as compared to valued job aspects. More recently researchers (De Cuyper & De Witte, 2008) suggested that the key factor is the perception of psychological contract breach. The phenomenon of psychological contract breach refers to employees’ perception that employers should provide them with secure jobs in return for their loyalty and work efforts. If employers fail to provide security, the psychological contract has been “breached”.

De Cuyper (2008) suggest that both quantitative and qualitative job insecurity cause the perception of psychological contract breach and therefore both types have an equal influence relationship between job insecurity and well-being. Alternatively, the strength of the relationship could depend on the outcome type (Hellgren et al., 1999).

Research findings on the different influences of quantitative and qualitative job insecurity have been mixed (De Witte et al., 2015). Hellgren et al. (1999) found quantitative job insecurity to predict health and well-being, while qualitative job insecurity predicted job satisfaction and turnover intention. Roskies and Louis-Guerin (1990) found a stronger relationship for qualitative job insecurity and job satisfaction than for quantitative job insecurity and job satisfaction. To further investigate the difference between quantitative and qualitative job insecurity, Handaja (2007) used a more differentiated measure and found results supporting Roskies and Louis-Guerin’s findings.

Results by (De Witte et al., 2010) did not show clear differences between the influences of quantitative and qualitative job insecurity. The authors concluded that both types seem to be problematic for health and well-being. The present research aims to provide further evidence for DeWitte et al (2010) findings by including both quantitative and qualitative job insecurity in the present study. In line with their findings, we expect to find both types of job insecurity to be problematic for the employee.

2.3 The strategies to mitigate the effects of job insecurity in financial institutions

Theoretical and empirical evidence thus indicate that perceptions of job insecurity have detrimental consequences for employee attitudes and well-being, which raises the high-priority question of how to reduce such consequences.

Organizations can take measures to prevent the most negative impact of job insecurity from occurring by, for instance, providing accurate information, enhancing communication, supplying retraining for alternative employment, and training their employees in how to cope with the stress created by job insecurity (Hartley et al., 1991). Several studies have investigated the buffering, or moderating, effects of a variety of factors, ranging from personality dispositions to different types of social support.

In their model of job insecurity, its antecedents and consequences, Greenhalgh and Rosenblatt (1984) suggested that individual differences could be expected to moderate the relationship between the experience of job insecurity and the employee’s reactions to it. There are, for example, indications that men react more negatively to job insecurity than women (Näswall, 2001). It is also conceivable that some personality dispositions may affect the relationship between job insecurity and its outcomes.

One of the studies that specifically investigated the relationship between personality traits, job insecurity, and employee well-being was made by Roskies et al. (1993). They found that individuals expressing high levels of negative affectivity do not inevitably perceive the outcomes of job insecurity as more severe than those low in this attribute, but they may report lower well-being because of their elevated initial values. Similarly, they suggested that positive affectivity would have an opposite but equally strong influence on perceived stress and attitudes. Similar moderating effects were found in the study by Mak and Mueller (2000), where those reporting higher levels of negative affectivity also reported more negative reactions to job insecurity in terms of physical strain.

Roskies et al. (1993) also found that personality was the most important predictor of distress, even more important than the perception of job insecurity. This was also found in a study by Näswall et al. (2005); when negative affectivity was controlled for, the relationship between job insecurity and mental distress was significantly weaker. However, the Näswall et al. (2005) study failed to identify any moderating effect of negative or positive affectivity. Näswall et al. (2005), found that locus of control moderated the relation between job insecurity and mental health complaints.

Individuals with a more internal locus of control (the feeling that one has a certain degree of control over events; Rotter, (2006) reported less negative reactions to job insecurity than those with an external locus of control (the feeling that control over events lies outside the individual. These results indicate that personality characteristics may affect the relation between job insecurity and well-being to some extent, but also that the results are inconclusive and that care must be taken when drawing conclusions on the moderating effect of personality disposition on the reactions to job insecurity. In addition, other dispositions than affectivity or locus of control (e.g., self-efficacy, core self-evaluations, need for security) may moderate the effects of job insecurity on outcomes (Greenhalgh & Rosenblatt, 1984).

There is also research focusing on whether and how the negative effects of downsizing can be reduced through fair treatment of the employees. Perceptions of fair treatment in the context of layoffs and downsizing refer to an individual’s appraisal of the procedures used to enact organizational change (Thibaut & Walker, 1975). Although this perspective has primarily been applied to downsizing in general, it may prove useful to the more specific field of job insecurity as well. Concepts such as participation in the change process (Lind & Tyler, 1988), global process control (Davy, Kinicki, & Scheck, 1991), and organizational justice (Brockner, 1990) have emerged as important factors influencing survivors’ work attitudes, performance, and well-being. The reasoning behind this is that employee perceptions of fair treatment during the change process and participation in decision-making will have beneficial consequences for their work attitudes and well-being, and may even moderate the negative effects of downsizing induced stress on such outcomes.

Research studies by Konovsky & Folger (1987); Lind & Tyler (1988) found empirical support for the positive role of the various fairness factors. For example, individuals tend to report higher job satisfaction when they have an opportunity to provide input into how decisions are made. Having an influence on decision-making and perceptions of a just and fair process have been shown to be associated with less severe reactions to job insecurity (Brockner, 1990)

A study by Parker et al. (1997) showed that participation (being kept informed and involved over the course of downsizing) was associated with higher job satisfaction and better well-being. Participation has also been shown to moderate the effects of role stress among hospital employees (Pozner & Randolph, 1980). It is likely that employees feel a sense of control over the situation when they have an opportunity to influence the decisions being made.

Barling and Kelloway (1996) found that control perceptions had positive direct effects on various health indicators and work attitudes, and in addition, that control perceptions moderated the effects of job insecurity on physical health. Tetrick and LaRocco (1987) reported that control predicted lower levels of perceived stress and higher job satisfaction, and moderated the relationship between these variables. Brockner and associates have demonstrated the importance of justice in the downsizing process in several publications (e.g. Brockner, 1990; Brockner & Grover, 1988; Brockner et al., 1992).

A factor that has received very little attention as a potential moderator of job insecurity perceptions is employability (Fugate et al., 2004). It is nevertheless reasonable that an individual who feels that she could easily obtain a new job does not react as negatively to job insecurity perceptions as someone who feels she is unable to acquire new employment. The moderating effect of employment on the job insecurity–outcome relationship has yet to be extensively investigated. Research has also examined the moderating effects of social support on the relationship between job insecurity and employee reactions. The underlying logic, based on stress research, is that these sources of support can mitigate the resulting negative reactions by helping the individual cope with the stressor (i.e. job insecurity) more adequately (Lazarus & Folkman, 1984). Support from co-workers and supervisors have been cited as important buffers against stress (Viswesvaran, Sanchez, &Fisher, 1999). There exists some empirical evidence for this as well. For instance, Lim (1996) found that nonwork-based support (i.e. support provided by family and friends) buffered against the negative effects of job insecurity on life satisfaction, while work-based social support buffered against the negative effects on job satisfaction, proactive job search, and noncompliant job behaviors. Armstrong-Stassen (1993) has also shown that supervisor support during organizational restructuring decreased the negative effect of job insecurity on attitudes toward the organization.

Unfortunately, even though job insecurity is an increasingly important factor in unionized as well as non-unionized workplaces, very little research has examined if and how union membership relates to job insecurity and its outcomes. It has been suggested that union membership may help alleviating perceptions of job insecurity in that unions decrease feelings of powerlessness among employees (Greenhalgh & Rosenblatt, 1984). It may also be argued that without the collective support provided by union membership the more difficulty an employee will have in coping with job insecurity (Dekker & Schaufeli, 1995); on the other hand, those who stay outside the unions may trust their own capacity to cope with insecurity perceptions.

Mellor (1992) observed that “one surprising aspect of prior studies on layoff reactions is that none have been conducted in unionized work settings, despite the fact that most layoffs have occurred in these settings, as opposed to nonunionized settings” (p. 581). Since then, our understanding of the role of unionization has improved somewhat. For instance, a study that included the mere presence of union membership as an external coping resource (Shaw,

Fields, Thacker, & Fisher, (2003) found positive relationships between union membership and both organizational commitment and positive attitudes towards the organizational change, but no interaction effects of job insecurity and union membership on these reactions. Similar results are reported by Sverke and Hellgren (2001). Dekker and Schaufeli (1995) reported that social support derived from union membership, co-workers, and colleagues did not buffer the moderate effects of job insecurity on employee well-being.

A study conducted by Sverke et al. (2004) tested whether perceptions of union support, which can be considered a form of collective social support, moderated the relation between job insecurity and various outcomes in four European countries. Union support moderated the relation between job insecurity and physical health complaints in that those reporting low support in combination with high job insecurity also reported the most physical health complaints. The pattern was similar for organizational commitment, where those experiencing high job insecurity in combination with fewer perceptions of union support also reported weaker organizational commitment. The study by Sverke et al. (2004) also demonstrated strong main effects of perceptions of union support, such that those reporting more union support generally also were better off in terms of well-being, job satisfaction, and organizational commitment; these individuals also were less interested in leaving the organization and were more positively disposed toward the union in general.

The area of factors that may moderate the negative effects of job insecurity certainly represents a fruitful direction for further research. Even if individual differences, fair treatment of employees in layoffs, and social support do nothing about the stressor itself – that is, they may not change the insecure employment situation into a more favorable one – they all may have beneficial effects for the individual if they prevent the most negative reactions from occurring. Given that employees’ reactions to uncertainties in a given organizational context are of fundamental importance from both the occupational health and managerial perspectives (Matteson & Ivancevich, 2007), moderators of job insecurity take on double importance. From the occupational health perspective, it becomes crucial to understand how the negative consequences of job insecurity for employee well-being and work attitudes can be buffered by various moderating variables.

From the managerial perspective, it is obvious that a workforce plagued with stress reactions and impaired well-being cannot reverse decline and make the organization more effective (Hartley et al., 2001). This clearly illustrates that the moderation of the effects of job insecurity deserves additional attention in the future.

CHAPTER THREE

METHODOLOGY

3.0 Introduction

This chapter presents the research methodology which include; Research design, study population, study area, instruments of data collection, data processing, Study  instruments, sources of data and data  analysis.

3.1 Research design

Thornhill et. al (2003) defined a research design as a general plan on how the researcher plans to answer the research question. A case study research design, combined with both quantitative and qualitative methods was used for this study. According to Baron (2011), qualitative research design helps to capture qualitative data, based on qualitative aspects that may not be quantified. It aids in discovering the motives and desires or what people think and how they feel about a given subject or situation. While quantitative research is the systematic empirical investigation of observable phenomena via statistical, mathematical or computational techniques (Mugenda & Mugenda, 2003). According to Silverrman (2001), quantification gives greater confidence in the accuracy of conclusions derived from qualitative data; and it gives the reader a chance to think through the data on their own to cap on the researcher’s findings. The research used this method because it produces information only on the particular cases studied.

3.2 Study Area

The study was carried at the central headquarters of Barclays bank Hannington “head office”. The selection of the study area was because of the easy accessibility.

3.3 Study population

Study population is a complete set of individuals, cases or objects with some common observable characteristics. The sample population consists of 50 employees of Barclays bank. The population included employees from various departments in the bank and other employees holding familiar and unfamiliar titles but are deemed to be suitable stakeholders for generating relevant data to the problem which was under investigation

3.4 Sample size

The sample size consisted of 45 respondents from the study area. It was determine based on the Krejcie and Morgan’s sample size calculation which same as using the Krejcie and Morgan’s sample size determination table. The sample size determination Table 3.1 is derivative from the sample size calculation which expressed as below equation (Krejcie and Morgan, 1970). The Krejcie and Morgan’s sample size calculation was based on p = 0.05 where the probability of committing type I error is less than 5% orp <0.05.

S=

Where,

s = required sample size.

X²=the table value of chi-square for 1 degree of freedom at the desired confidence level (0.05 = 3.841).

N = the population size.

P = the population proportion (assumed to be 0.50 since this would provide the maximum sample size.

d = the degree of accuracy expressed as proportion (0.05).

Table 3.1: Showing Sample size

Adapted from Krejcie, R.V & Morgan, D.W (1970)

The study used a sample size selected 45 respondents because it was enough for the study to obtain reliable information. In addition, it helped the researcher to finish her study in time.

3.5 Sampling method

According to Baron (2011), this is a definite plan determined before data collection for obtaining a sample from a given population. It involves three decisions: who to be sampled, how many people to sample, and how to obtain the sample.

Simple stratified random sampling was used to select officers from the population strata. It’s a method in which the population is divided into a number of divisions and a sample is drawn from division and such sample makes us the final sample. This technique was employed since it eases the making of proportionate samples, and therefore meaningful, comparisons between homogeneous sub-groups.

The study also employed purposive sampling technique. Silverman (2001), purposive sampling involves deliberate selection of particular units of the population for constituting a representative sample. The researcher used purposive sampling to select managers because it saves time, money and effort. It is flexible and meets multiple needs and interests. It enables researchers to select a sample based on the purpose of the study and knowledge of a population.

3.6 Data collection methods and instruments

3.6.1 Questionnaire method

Quantitatively, the researcher used the questionnaire for collecting data from the field. This method was used because some respondents had no time to sit down and answer during interviews.

A questionnaire was used and this was in form of closed and open ended in nature and this allowed the study respondents to fill the questionnaire in the study field. The questionnaire method of data collection was used because of being cheap and that the method collects responses with minimum errors and high level of confidentiality.

3.6.2 Interview method

An interview is a conversation where questions are asked and answers are given. Interview refers to a one-on-one conversation with one person acting in the role of the interviewer and the other in the role of the interviewee.

Qualitatively, an interview guide was drafted with a set of questions that the researcher asked during an interview and this was open ended in nature. Interview guide was used by the researcher since the methods helps in the collection of more data as it allows the interaction of both the researcher and the respondents.

3.7 Data collection procedure

The study observed all procedures followed in research. Using the letter of introduction obtained from the Research Coordinator, School of management and Entrepreneurship, the researcher was introduced to every respondent reached at, fully explaining the purpose of research. After getting their consent, he set a program with the respondents. The questionnaires were administered and date for the interview sessions set. The researcher also built the confidence on the respondents by assuring them that their views were confidential and used only for academic purposes.

3.8 Validity and reliability of research instruments

3.8.1 Validity

Validity can be defined as the degree to which a test measures what it is supposed to measure. There are three basic approaches to the validity of tests and measures as shown by Mason and Bramble (1989). Law & Kelton (1991) suggests that if a questionnaire model is “valid”, then the decision made with the questionnaire model should be similar to those that would be made by physically experiencing with the system. In order to ensure validity the questionnaire was made clear and understandable, the questionnaire was first discussed by the researcher with the supervisor; this included careful choice of words, order and structure of questions. The research instruments was subjected to a content validity test (CVI). After receiving the questionnaires, manual editing was done, followed by coding. Frequency count of different provisions was done and this gave the number of occurrences and percentages out of total occurrences for different responses. And lastly simple conclusions were drawn from the given percentages and numbers.

3.8.2 Reliability

According to Mugenda et al.(2003), reliability is the degree to which a measure is consistent in producing the same reading or results when measuring the same thing at different times. When conducting research, the researcher tried to act as neutral as possible in order to avoid being bias. The researcher was also conscious about the type of questions to ask.

3.9 Data Processing, Presentation and Analysis

3.9.1 Data Processing

Qualitative data involved editing raw data to detect errors and omissions, classifying data according to common features, and tabulation to summarize and organize it. While quantitative data involved manual editing of questionnaires to eliminate errors. After coding, tabulation was done to clearly present various responses and the interpretation.

3.9.2 Data Presentation

Presentation of data involved use of tables, pie-charts and graphs that were generated from the questions relevant to the study variables. Interpretation and discussion of the results was done as the researcher explained the strength of the study variables basing on the frequencies and percentages, charts and graphs.

3.9.3 Data Analysis

Data analysis involved the qualitative approach of identifying the major themes arising respondents’ answers; assigning of codes to the themes: classification of the themes under the main theme; and integrating the responses into the report in a more descriptive and analytical manner. Frequencies and percentages were used to portray statistics used to analyze and interpret the findings of the study. Data analysis was done, for ease of analysis, procedures within Statistical Package for Social Sciences (SPSS) was used.

3.11 Limitations of the Study

The study was faced with a problem of not finding all respondents in the study area especially the employees who go to field as a group. The researcher however arranged with them to fix for him an appropriate time in order to collect reliable and valid information from them for the study.

The study also was expensive in terms of stationary. However the researcher mobilized funds from his friends and family members for the study to be completed successfully in time with the help of her supervisor.

The researcher further faced a problem of some respondents not providing information for the study as information relating to the study variables, however to this, researcher explained to them that the information was only for the academic purpose while making them to understand the study variables.

CHAPTER FOUR

DATA PRESENTATION, ANALYSIS AND INTERPRETATION OF FINDINGS

4.0 Introduction

This chapter provides for the study findings, the interpretation of the findings and presentation. The chapter presents the findings in line with the set objectives: to identify the causes of job insecurity in an organization, to identify the forms of job insecurity in an organization,  to suggest strategies to mitigate job insecurity in financial institutions

4.1 Characteristics of Respondents

This aspect of the analysis deals with the characteristics of the respondents of the questionnaires.  The results obtained are presented below;

Figure 4.1: Distribution of   Respondents by Gender

Source: Primary Data

From the table above, male respondents formed the highest percentage 29(64.44%) compared to the female with only 16(38.56%). This implies that men were more than women this shows their participation in management, however, the views of the women were vital too.

Figure 4.2: Age of Respondents

Source: Primary Data

From Figure 4.2 above, (2.22%) of the respondents were below 20years, (31.11%) were between 21-30years, (48.89%) of the respondents were between 31-40years and 11(17.78%) of them were over 40years. This implies that majority of the respondents were between 31-40years. This is because they are the most active age group hence they are actively involved in management; therefore they had rich experiences and could also appreciate the importance of the study.

Table 4.1: Highest Level of Education

Source: Primary Data

Table 4.1 above shows that, (2.2%) of the respondents had attained certificate level, (24.4%) were of diploma level, (71.1%) of the respondents were degree holders, (2.2%) had reached master level. This implied that majority of the respondents were degree holders. This is because the organization recruits, retains and maintains qualified human resource to fill the positions in the institution who are capable of sustaining effective computerized procurement implying that the selected sample had the capacity and were qualified to avail the researcher with reliable and appropriate information on the topic under investigation.

Figure 4.3: Period of work

Source: Primary Data

From figure 4.3 above, 26.67% of the respondents revealed less than 1year, (71.11%) indicated 1-4years and (2.22%) of the respondents revealed 5years and above. This implies that majority of the study respondents had spent 1-4years in the organization. This is because the organization retains existing employees and also recruits more.

4.2 Causes of job insecurity

The study sought to examine the causes of job insecurity in an organization. Results were obtained and are presented in below;

Table 4.2: Causes of job insecurity

Source: Primary Data

Table 4.5 above shows that, (80%) of the respondents strongly agree with having inadequate skill, (20%) agree as the main cause of job insecurity, while no respondents were not sure, disagree or strongly disagree. This implies that majority of the respondents agree. This is because a highly resourceful employee with relevant skills and experience might likely feel less insecure on the job as a result of the beliefs that his is highly employable and has various other alternative employment opportunities.

Results from the table also indicate that (66.7%) of the respondents strongly agree with gender effects arising out from existing role differences, 10(22.2%) agree, 2(4.4%) disagree, 3(6.7%) of the respondents strongly disagree and no respondents were not sure. This implies that majority of the respondents agreed. This is true because gender-based specialization and the associated statistical discrimination against women on the job might make female to be more vulnerable and therefore have a higher feelings of not being secure on the job.

Findings as presented above indicate that, (53.3%) of the respondents strongly agree with the role of individual within the family, 16(35.6%) agree, no respondents were not sure, 1(2.2%) of them disagree and 1(2.2%) strongly disagree. This implies majority of the respondents were positive. This is because increases in the financial commitment of an individual to the family will likely have a corresponding positive impact on his/her job insecurity.

Results in table above indicate that 24(53.3%) of the respondents strongly agree with individual employee’s tenure on the job, 16(35.6%) agree, 2(4.4%) were not sure, 2(4.4%) disagree and 3(6.7%) strongly disagree. This implies that majority of the respondents were positive. This is because the longer individuals remain with the same employer, the safer they should be from dismissal, and the less perception of job insecurity they are likely to experience.

Results in table 4.3 above reveal that 18(40%) of the respondents strongly agree with size of firm, 28(55.6%) agree, no respondents were not sure, 1(2.2%) of the respondents disagree and another 1(2.2%) of the respondents strongly disagree. This implies that majority of the respondents were positive. This is because firms with large size would tend to have enormous material and financial resources which might enable them to withstand any form of environmental pressure such as economic, political and technological shocks and thus, ensure operationally stability over time, which will in turn reduce the rate at which employees will tend to think of potential organizational dysfunction and future job loss as a possibility.

Table 4.2 above shows that 24(53.3%) strongly agree with pattern of employment legislation, 18(40%) agree, 2(4.4%) of them were not sure, 1(2.2%) disagree and no respondents strongly disagree. This implies that majority of the respondents agree. This is because a loose labor law which does not ensure that the right of employees are adequately protected, and poor administration of social benefits might likely result in a higher job insecurity among employees.

4.3. Forms of job insecurity

The study also sought to identify the forms of job insecurity in an organization. Results were obtained and are presented below;

Table 4.3: Forms of job insecurity

Source: Primary Data

Results in table above show that majority of findings (53.3%) strongly agreed with cognitive probability for job loss while 35.6% of them agreed. 4.4% of the respondents were not sure, another 4.4% of them disagreed and 6.7% strongly disagreed. This implies that majority of the respondents were positive reflecting 88.9%. This is because cognitive probability for job loss makes employees think they will become unemployed.

Table 4.3 above shows that 66.7% of the respondents strongly agreed with affective component of job insecurity, 22.2% of them agreed. No respondents were not sure or disagreed and another 11.1% strongly disagreed. This implies that most respondents agreed with 88.9%. This because affective component of job insecurity makes employees feel scared to lose their jobs.

Results in the above indicated that 77.8% of the respondents strongly agreed with qualitative job insecurity, 17.8% of them agreed, no respondents were not sure or disagreed while 4.4% of the respondents strongly disagreed. This implies that most of the respondents were positive reflecting 95.6% therefore, in most cases at Barclays bank employees feel insecure about valued job characteristics such as wage, location of employment or working hours.

The table above indicates that, 53.3% of the respondents strongly agree with quantitative job insecurity, 35.6% agree, 4.4% of the respondents were not sure, another 4.4% of them disagree and 6.7% of the respondents strongly disagree. This implies that majority of the respondents were positive indicating 88.9%. This is because quantitative job insecurity is when employees feel they will be able to keep their jobs or might become unemployed.

4.3 Strategies to mitigate job insecurity

The study sought to examine the strategies to mitigate job insecurity in an organization. Results were obtained and are presented below;

Table 4.4: Strategies to mitigate job insecurity

Source: Primary Data

Table 4.4 above indicates that, 20% of the respondents strongly agree with providing accurate information on how to improve job performance, 80% agree however no respondents were not sure, disagreed or strongly disagreed. This implies that majority of the respondents were positive reflecting 100% therefore Barclays bank should provide accurate information to its employees to make them feel their part of the organization. This would help remove fear of losing their jobs. This can also help to enhance improved productivity.

Results above indicate that, 88.9% of the respondents strongly agree with enhancing communication, 6.7% agree, 4.4% of the respondents disagreed while no respondents were not sure or strongly disagreed. This implies that majority of the respondents were positive reflecting 95.6% thus, Barclays bank should enhance improved communication to its employees. This would help employees to feel part of the system.

Also results in the table indicate that, 88.9% of the respondents strongly agreed with training employees on how to cope with the skills, 4.4% of them indicated agreed, no respondents were not sure or disagree and 6.7% strongly disagree. This implies that most respondents were positive with 93.3%. This is because Barclays bank should endeavour to provide training to employees on how to cope with skills. This will make them to be productivity thus will improve organizational performance.

Results in table above show that, 42.2% of the respondents strongly agree with participation, 55.6% agree, no respondents were not sure or disagree and 2.2% strongly disagree. This implies that majority of the respondents were positive with 97.8% therefore employees in Barclays should be allowed to participate in most decision making to make them part of the plan and future of the organization.

Finally, 11.1% of the respondents strongly agree with union membership helps reduce feelings of powerlessness among employees, 77.8% of the respondents agree while no respondents were not sure, 2.2% of the respondents disagree and 8.9% strongly disagree. This implies that majority of the respondents were positive. This is because employees should be part of unions that protect employees in organizations such as labour union.

CHAPTER FIVE

DISCUSSION, CONCLUSIONS, RECOMMENDATIONS AND AREAS FOR FURTHER STUDIES

5.0 Introduction

The data was analyzed using description and percentages. This chapter therefore presents the discussion of the study in sub-sections on the basis of the specific objectives set to achieve as analyzed in chapter four, the conclusion, and recommendations.

5.1 Discussion of findings

5.1.1 Causes of job insecurity

From results having inadequate skill is one of the causes of job insecurity in an organization as agreed upon by 100% of the respondents. This implied that resourceful employee with relevant skills and experience might likely feel less insecure on the job as a result of the beliefs that his is highly employable and has various other alternative employment opportunities. This is in line with Erlinghagen (2007) who argued that individual resources, which have a positive or negative influence on his/her marketability should influence their perception of their own job insecurity to a considerable degree. This is to indicate that the relevant skills, experience and knowledge about the job as perceived by employees can act as a determinant of feelings of job uncertainty. Thus, having inadequate skill set has been identified as a precursor of job uncertainty feelings. By corroborating this submission, Nickel and Bell (1995) says that the relatively bad employment situation of older people and unskilled workers should mean that job insecurity among these groups is also greater.

Findings as (88.9%) of the respondents agree with gender effects arising out from existing role differences as another cause of job insecurity. This implied that discrimination against a particular gender type on the job might make one to be more vulnerable and therefore have higher feelings of not being secure on the job. This agrees with Gronau (1977) who argued that gender effects arising out of still existing role differences, gender-based specialization and the associated statistical discrimination against women on the job might make female to be more vulnerable and therefore have a higher feelings of not being secure on the job.

The role of individual within the family has also been identified as a relevant driver of job insecurity. In the opinion of Erlinghagen (2007) this can be divided into the degree of individual financial contribution to the family and the availability or non availability of children. For instance, it can be assumed that increases in the financial commitment of an individual to the family will likely have a corresponding positive impact on his/her job insecurity. This assumption can also be extended to the presence or absence of children responsibility by concluding that couples with children responsibility are likely to have more financial commitment and thus, react more to a potential job loss situation of threatening job conditions.

Another factor that could have a link to job insecurity is individual employee’s tenure on the job. The longer individuals remain with the same employer, the safer they should be from dismissal, and the less perception of job insecurity they are likely to experience vice versa. This is in agreement with Rosen (1985) who stated that some of the reasons that can be attributed to this are trust developed from a long term relationship.

Size of firm and sector or industry type was agreed upon by 95.6% of the respondents. It is argued that firms with large size would tend to have enormous material and financial resources which might enable them to withstand any form of environmental pressure such as economic, political and technological shocks and thus, ensure operationally stability over time, which will in turn reduce the rate at which employees will tend to think of potential organizational dysfunction and future job loss as a possibility. Similarly, those employees whose firm’s operational activities are seasonal in nature are more likely to have a higher feeling of insecurity on the job Erlinghagen (2007).

5.1.2 Forms of job insecurity

Findings revealed that cognitive probability for job loss, affective component of job insecurity, qualitative job insecurity and quantitative job insecurity are the major forms of job insecurity in organizations. These findings concur with (Borg, 1992) who argued that there are different types of job insecurity. First, there is the cognitive probability for job loss, when employees think they was come unemployed. Second, there is the affective component of job insecurity, e.g. when employees feel scared to lose their jobs. Research found a strong correlation between both aspects of job insecurity and thus homogeneous scales containing items capturing both cognitive and affective components have been developed.

5.1.3 Strategies to mitigate job insecurity

The study revealed that the strategies to mitigate job insecurity included providing accurate information on how to improve job performance, enhancing communication, training employees on how to cope with the skills, participation and union membership helps reduce feelings of powerlessness among employees. These findings agree with (Hartley et al., 1991; Heaney et al., 1994; Kets de Vries & Balazs, 1997) whose studies argued that organizations can take measures to prevent the most negative impact of job insecurity from occurring by, for instance, providing accurate information, enhancing communication, supplying retraining for alternative employment, and training their employees in how to cope with the stress created by job insecurity.

5.2 Conclusions

The study concludes that;

Job insecurity has become a common and largely unavoidable organizational phenomenon. The causes of job insecurity in organizations are having inadequate skill, gender effects, the role of individual within the family, individual employee’s tenure on the job, size of firm, sector or industry type, pattern of employment legislation. The major forms of job insecurity in organizations are cognitive probability for job loss, affective component of job insecurity, qualitative job insecurity and quantitative job insecurity.

In today’s rapidly changing business world, organizations demand their employees to be more energetic, dedicated, and engaged in their work than ever, even though it is increasingly difficult for organizations to promise permanent employment for their employees. To deal with this management need to provide accurate information on how to improve job performance, enhancing communication, training employees on how to cope with the stress, participation and union membership.

5.3 Recommendations

Based on the findings from the study;

Efforts should be made to by management in organizations to give employees the assurance that their job is secured and that the long-term survival of the organization is ensured.

A periodic training session that focuses on equipping employees with skills on emotional intelligence should be initiated by the management of organizations.

The management of organizations must focus on improving the level of social support for employees in the workplace.

Human resources policies should be based on careful forecasting, planning, auditing and implementing. By doing this, it assumed that the actual number of required staff, within the limit of resources of the organization will be employed by the organization at different points in times thereby eliminating or reducing the incidence of arbitrary layoff.

Institutional policies such as labor law that legislate against undue dismissal of employees and a social security system that emphasizes benefit packages for unemployed individuals should be employed in reducing or eliminating the incidence of this workplace phenomenon.

The formulation of relevant labor laws that increases perception of job certainty for employees seems to equally be an option

5.4 Areas for further studies

The study recommends that the following areas need more research:

• The relationship between job security and employee loyalty
• The effect of Job insecurity on job attitude

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APPENDICES

APPENDIX I: QUESTIONNAIRE

Dear respondent

Am called Nuwamanya Inocent a finalist student of Kyambogo university pursuing a Bachelor of Management Science I am carrying out research on the topic the impact of job insecurity on employees performance on financial institutions, case of Barclays bank Hannington Head Office.

You have been selected as one of the respondents for the study and you are requested to spare some time to answer questions in the questionnaire, try to be frank and honest as possible. Information given was treated with confidentiality, findings and recommendations are likely to benefit you and your division. Thank you in advance.

SECTION A

Background information       (Tick the most appropriate)

SECTION B: CAUSES OF JOB INSECURITY

5. Please tick the best option by using Strongly Disagree (SD), Disagree (D), Not Sure (NS), Agree (A), and Strongly Agree (SA).

Other causes apart from the above, please specify …………………………………………….

………..……………………………………………………………………………………………………………………………………………………………………………………………..

SECTION C: FORMS OF JOB INSECURITY

6. Please tick the best option by using Strongly Disagree (SD), Disagree (D), Not Sure (NS), Agree (A), and Strongly Agree (SA).

Other forms apart from the above, please specify …………………………………………….

………..……………………………………………………………………………………………………………………………………………………………………………………………..

SECTION D: STRATEGIES TO MITIGATE JOB INSECURITY

7. Please tick the best option by using Strongly Disagree (SD), Disagree (D), Not Sure (NS), Agree (A), and Strongly Agree (SA).

Other strategies apart from the above, please specify …………………………………………….

………..……………………………………………………………………………………………………………………………………………………………………………………………..

Thank You for Time

INTERVIEW GUIDE

• What are the causes of job insecurity in an organization?
• What are the forms of job insecurity in an organization?
• Do you have a permanent contract with this company/organization?
• Are you working full-time or part-time?
• If temporary, how many hours do you work per week?
• What strategies can be suggested to mitigate job insecurity in financial institutions?

Thank you