Researchers found that job uncertainty, coupled with two other factors, leads to higher chances of moral disengagement and bad acts.Image courtesy of the University of Michigan
Understanding the Link Between Job Insecurity and Misconduct
Job insecurity can have a profound impact on workplace behavior. Research from Sue Ashford, professor of management and organizations at the Ross School of Business at the University of Michigan, highlights how employees facing uncertainty can justify misbehavior through moral disengagement—a mental rationalization that makes unethical actions seem acceptable.
How Job Insecurity Fuels Workplace Sabotage
When employees fear job loss, they often disengage from work, leading to decreased productivity. However, in some cases, insecurity can drive more destructive behaviors. Instead of just slacking off, employees may:
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- Steal office supplies
- Falsify expense reports
- Spread negative rumors
- Undermine company operations
Ashford's study, "Deviance and Exit: The Organizational Costs of Job Insecurity and Moral Disengagement", examined workers in Chinese state-owned and private companies undergoing reform and uncertainty. The findings revealed that when job insecurity combines with other stressors, employees are more likely to justify bad behavior.
Key Risk Factors That Amplify Workplace Sabotage
The study identified two additional factors that significantly increase the risk of moral disengagement among employees experiencing job insecurity:
Poor relationships with direct supervisors – A lack of managerial support can fuel resentment and justify unethical behavior.
Attractive alternative job prospects – When employees believe they have better opportunities elsewhere, they feel less committed to their current employer and more likely to rationalize misconduct.
"That extra psychological step to justify immoral behavior happens when these things converge," Ashford explained. "There's job insecurity, you have a bad boss, and you see other job prospects. It can make you feel like you're not valued, and that's how the rationalizations start."
How Employers Can Prevent Job Insecurity from Leading to Sabotage
Organizations can take proactive steps to reduce workplace disengagement and prevent destructive behaviors, particularly during times of uncertainty:
Foster Strong Manager-Employee Relationships
Ensure managers check in with employees regularly.
Provide emotional support and recognize employees' concerns.
Show empathy during uncertain times.
Recognize and Retain High-Value Employees
Identify employees with strong job prospects and make efforts to retain them.
Offer incentives and growth opportunities to ensure they feel valued.
- "Good managers know who on their team has good job prospects—and those are usually the people the company really needs," Ashford noted. "It's incumbent on you to show them that the grass isn't always greener."
"When people feel they're being mistreated, they can justify a lot of behaviors," Ashford said. "If you have a good relationship with your boss, even if you're upset with the organization, it's a lot harder to act out."
Final Thoughts
Job insecurity is an inevitable part of many workplaces, but organizations can mitigate its negative effects by maintaining open communication, fostering positive workplace relationships, and ensuring employees feel valued. By addressing these factors, companies can reduce the risk of workplace sabotage and improve overall employee engagement.
Study Authors
This study was co-authored by Guo-hua Huang (Hong Kong Baptist University), Ned Wellman (Arizona State's Carey School of Business), Cynthia Lee (Northeastern University's D'Amore-McKim School of Business), and Li Wang (Tongji University in Shanghai).
This content includes text that has been generated with the assistance of AI. Lab Manager’s AI policy can be found here.
