Job Insecurity and Employee Performance in the Digital Workplace: The Moderating Role of Psychological Resilience

Abstract

This study examined the relationship between job insecurity and employee performance in the digital workplace and investigated the moderating role of psychological resilience. A quantitative, cross-sectional research design was adopted, and data were collected from 487 employees working in digitally enabled organizations through a structured questionnaire administered using an online survey. Purposive sampling was used, and the collected responses were analyzed using SPSS through descriptive statistics, reliability analysis, Pearson correlation, multiple linear regression, and moderation analysis. The findings showed that job insecurity had a significant negative relationship with employee performance, while psychological resilience was positively associated with employee performance. The regression results further indicated that job insecurity significantly predicted employee performance (β = −.462, p < .001), whereas psychological resilience strengthened employees’ ability to maintain performance under conditions of employment uncertainty. The moderation analysis confirmed a significant interaction between job insecurity and psychological resilience (B = .118, p = .001), indicating that higher psychological resilience weakened the negative effect of job insecurity on employee performance. The study is significant because it highlights the importance of psychological resilience in helping employees cope with employment uncertainty arising from technological transformation and changing digital work practices. The findings provide useful implications for organizations, managers, and human resource professionals seeking to support employee performance and adaptability in increasingly digital workplaces.