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Different responses to job insecurity of Chinese workers in joint ventures and state-owned enterprises
Human Relations
  • Yui Tim, Edward WONG, Lingnan University, Hong Kong
  • Chi Sum WONG, Chinese University of Hong Kong
  • Hang Yue NGO, Chinese University of Hong Kong
  • Hon Kwong LUI, Lingnan University, Hong Kong
Document Type
Journal article
Publication Date
  • Job insecurity,
  • Organizational citizenship behavior,
  • Rational choice theory,
  • Social exchange theory,
  • Trust in organization

Job insecurity has become an important issue for western organizations in the last decade due to uncertain economic conditions, global competition, and the advancement of information technology In this study, we integrate social exchange theory and rational choice theory to explain employees' responses to job insecurity in the Chinese context. We distinguish short-term transactional exchange from long-term relational exchange, and argue that joint ventures (JVs) and state-owned enterprises (SOEs) are characterized by different kinds of employee-organization exchange. An integrated theoretical framework is developed to explain why workers in these organizations respond differently to job insecurity A total of 548 supervisor-subordinate dyads in a JV and a SOE in China are used to test the hypotheses derived from our framework. The results of hierarchical regression analysis indicate that the effects of job insecurity on organizational citizenship behavior (OCB) and job performance depend on both organizational types and employees' trust in their organization.

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Copyright © 2005 by The Tavistock Institute

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Citation Information
Wong, Y.-T., Wong, C.-S., Ngo, H.Y., & Lui, H. K. (2005). Different responses to job insecurity of Chinese workers in joint ventures and state-owned enterprises. Human Relations, 58(11), 1391-1418. doi: 10.1177/0018726705060243