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Purpose – The purpose of this paper is to investigate the relationship perceived employability (the employee's perception about available job opportunities in the external labour market) and performance, accounting for felt job insecurity. Performance is conceptualized broadly in terms of optimal functioning (i.e. in-role performance and helping behaviour) and malfunctioning (i.e. organizational and interpersonal counterproductive work behaviour). Design/methodology/approach – Survey data were collected among 433 Romanian workers. Findings – The authors hypothesize and demonstrate that perceived employability relates positively to optimal functioning, but less so when workers feel insecure: highly employable workers may be high achievers, but withdraw from the organization when they feel insecure. Furthermore, the authors hypothesize that perceived employability relates positively to malfunctioning, the more so when workers feel insecure. Highly employable workers may care less about organizational norms, particularly when they see reasons to violate these norms: felt job insecurity may be such a reason. However, the interaction between perceived employability and felt job insecurity was not significantly related to malfunctioning. Instead, the authors established a main effect of perceived employability on both organizational and interpersonal counterproductive work behaviour. Originality/value – The paper concludes that perceived employability contributes to optimal functioning when workers feel secure, but it may also bring along some costs in the form of malfunctioning.

Using a quantitative research design and survey data from 83 supervisor - employee dyads working in North American facilities of a large multinational healthcare organization, this study explores the critical role of first line supervisors in a lean environment. Many organizations have adopted the Toyota Production System (TPS, also known as lean management or the Toyota Way) in an effort to improve organizational effectiveness. Implementation success has been surprisingly limited. The predominantly negative effects documented in the scientific literature are attributable to the introduction of lean as a series of tools and techniques for cost cutting. In environments that truly manage according to the TPS, all share the belief that the development and participation of all employees is essential to maintain competitiveness. Increased emphasis on teamwork and worker involvement in a lean environment places rising demands on the first - line supervisor. The supervisor role in a lean environment is considered critical and becomes one of encouraging more participation, and creating an environment of continuous improvement. Given that leadership is a complex construct, the current paper uses a multi - domain approach proposed by Graen and Uhl - Bien (1995) to study the effect of empowering leadership behaviours (leader domain), leader - member exchange (relational domain) and psychological empowerment (follower domain) on individual performance (measured as in - role performance and organizational citizenship behaviours) through the mediating variable of job involvement in the work setting. Findings indicate that the role of the first line supervisor in a lean environment is critical. The follower (psychological empowerment) and relational (leader - member exchange) domains of leadership are significant in predicting variations of job involvement in the work setting, and job involvement mediates the relationship between the relation domain variable of leader

Aggregate-level relations between job-related stressors and performance were examined in a sample of 2403 military personnel, comprising 31 companies in two U.S. Army Combat Brigades. Unlike previous studies that have focused exclusively on in-role performance, we examined relations between stressors and multiple performance criterion measures, which corresponded to in-role performance, extra-role performance, and counterproductive behavior. We also examined whether stressor-performance relations were mediated by job satisfaction and morale. Results indicated considerable variation among these criterion measures in the variance explained by stressors, although no evidence of mediation in the aggregate-level data was found. Post hoc analysis of the data at the individual level suggested that stressors may impact individuals' perceptions of both collective efficacy and OCB by first increasing negative emotions. Implications of the findings are discussed, and suggestions for future research are provided.