Loss Of Job Security And Its Impact On Employee Performance – A Study In Sultanate Of Oman

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Volume-7 Issue-6 October 2018, DOI: 10.26671/IJIRG.2018.6.7.101 Page 202
Loss Of Job Security And Its Impact On Employee Performance – A Study In Sultanate
Of Oman
1Shouvik Sanyal, 2Mohammed Wamique Hisam, 3Zainab Aqeel BaOmar
1,2Department of Management and Marketing, College of Commerce and Business
Administration, Dhofar University, Sultanate of Oman.
3Graduate student of Business Administration at Dhofar University, Oman
Email: - shouviksanyal2000@gmail.com
Abstract
Every employee looks for a modicum of security and safety of his or her employment and this
has been widely recognized as one of the key factors impacting employee commitment and
performance. Loss of job security leads to several other issues such as low motivation, low
commitment and in some cases, even depression and other physical ailments. Globalization
and its accompanying elements have led to a reduction in job security all over the world, and
lifelong employment is largely restricted only to the public sector. Due to increasing cost
cutting and trimming by organizations to become leaner and fitter, jobs become the first
casualty. These conditions are magnified in the case of employees who are temporarily
employed on time bound contracts. Expatriates are also subject to severe problems on this
account.
The present study is an attempt to study the factors impact of the loss of job security on
employee performance and employee satisfaction. It also analyzes the relation between the
labor market status of employees and their concern about loss of job security. T- tests have
been sued to test the relation between these variables. The study concluded that there is a
significant effect of job security on employee performance and satisfaction. It is one of the
few studies to be conducted in this field in the Sultanate of Oman.
Keywords: Employee satisfaction, employee performance, job satisfaction, Sultanate of
Oman
1- INTRODUCTION
Most companies around the world seek to
develop and raise their productivity and
performance. Many studies indicate that
the employees are the most important
element or factor in the company who
have a direct effect on the company
performance. Researchers have attempted
to examine the relationship between
employee performance and the growth of
company performance. They consider that
the employee is the key to the success of
the company. We find that most
companies seek to exploit the productivity
of this working class in the pursuit of
profit and productivity. Many companies'
managers provide the right climate for
their employees to raise their performance
but there are others who just seek to
exploit their professional abilities for own
benefits.
In recent times, many researchers have
sought to find the most important reasons
for the success of employees in different
fields. Most of them stressed the need to
provide job security for the workplace,
where most of their research results
reflected that there is a direct relationship
between job security and productivity of
employees. In his research, (Fayez, 2015)
considered that job security is part of
social security and that it cannot be
bypassed.
Job security is one of the most important
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Volume-7 Issue-6 October 2018, DOI: 10.26671/IJIRG.2018.6.7.101 Page 203
keys of success and development of
business in any company. Most of the
successful and enterprises with high
productivity and performance have been
shown to be seeking to provide job
security for their employees. The decline
of job security has a reflection on the
performance and the productivity of
companies and it have also an effect on the
extent of success even if the employees
have high competencies and specialized in
the field of work.
The goal of job security is to increase the
level of reassurance of the employee on his
future career and ending all forms of worry
for the future.
An American study showed that concern
about loss of job has negative effects on
the health of the employee in the form of
high blood pressure. This study also
showed that stress resulting from loss of
job security can cause diseases that may
shorten life. The employee, in the event
loss of job security, despite to his
competence and capability on his job
requirements, will not have the ability to
achieve productivity in his work
commensurate with his abilities. From this
concept, job security is represented as the
right environment for the productivity of
all jobs abilities.
There are many workers and employees in
the Sultanate of Oman from different
nationalities like Arabs, Indians, Pakistanis
and Bangladeshis and also from Europe
and other parts of the world. Oman is
largely dependent on foreign labour,
especially in technical and highly skilled
jobs. Many workers operate under the
sponsorship system, where the ratio of job
security among foreigners is very weak
since it is related to the project itself or its
relationship with the sponsor. When a
sponsor is a private institution, the job
security ratio is relatively low. But
foreigners who work as investors have a
high job security ratio because they are not
related to a sponsor who controls their
business.
The Global Workforce Study (2014)
On the top drivers of employee attraction
and retention shows that of 27 options, job
security was the second most frequently
selected attraction driver and the fourth
most frequently selected retention driver.
Job security has been a key element of
attraction and retention since the 2008
financial crisis, if not before. The study
found that desire for job security is not
limited to older employees or those with
less promising job prospects. Job security
is a top driver of attraction and retention
for top-performing and high-potential men
and women of all ages, and in a wide
variety of industries and roles, such as
engineering, production, research and
development, sales, technology, financial
services and pharmaceuticals
A survey conducted by the National Center
for Statistics and Information in the
Sultanate of Oman showed that the
percentage of job security among youth
working in the private sector is 24% while
it foes up to67%in the government sector.
The study showed that the rate of feeling
of job security in the Sultanate of Oman
varies according to the sector (government
sector or private sector) in which the
employee worlsand according to the
qualifications and experiences
(Alkhaleejonline, 2015).
This research, as theoretical framework,
will work to study the relationship
between job security and employees’
performance and to examine the
dimensions of the job security. As for the
practical aspect, this research work
attempts to study the impact of the loss of
the job security in different governmental
and private Omani companies in Salalah,
Sultanate of Oman. In this work, the
researchers focus on the different
dimensions of the job security and their
impact on the employee’s performance in
Salalah.
2- LITERATURE REVIEW
Job Security
Job security has been defined and
presented in many different ways by
researchers and practitioners. The term is

Volume-7 Issue-6 October 2018, DOI: 10.26671/IJIRG.2018.6.7.101 Page 204
understood as the state of knowing that
one's job is secure and that one is unlikely
to be dismissed or made redundant.
According to Borland (1999), job security
is defined as a freedom from fear of losing
a job. According to Simon Stapleton
(2009), job security is defined as an
employee’s assurance or confidence that
they will keep their current job. According
to businessdictionary.com, job security is
the assurance (or lack of it) that an
employee has about the continuity of
gainful employment for his or her work
life.
Ralph Heibutzki (2013) indicated in his
research that the importance of Job
security touches upon the following
aspects:
 Career Stability,
 Improved Motivation,
 Looks Better on Your Resume,
 Considerations.
A study of the European Union indicates
that the job security has an efficient effect
on the job satisfaction and productivity for
both genders for all seven EU countries
considered (Nikolaou, Theodossiou and
Vasileiou, 2002).
According to Arabi, job security is the
feeling of having a proper job and the
assurance of its continuance in future as
well as the absence of threatening factors.
If individual A feels that he/she will
continue his/her job until the end of his/her
service and will not be threatened by
individual B to play his/her proper job
roles and tasks, such person enjoys job
security (Arabi, 2000).According to
DeWitte (2005), “most authors also agree
on a number of additional aspects. First of
all, job insecurity is a subjective
perception. The same objective situation
(e.g. a decline in company orders) may be
interpreted in various ways by different
workers. It may provoke feelings of
insecurity for some, whereas their job
continuity is (‘objectively speaking’) not at
stake. Others, on the contrary, may feel
particularly secure about their jobs, even
though they will be dismissed soon
afterwards. Subsequently, what typifies
this subjective conceptualization of job
insecurity is that it concerns insecurity
about the future: Insecure employees are
uncertain about whether they will retain or
lose their current job. They are ‘groping in
the dark’ as far as their future within the
organization or company is concerned”.
Employees who feel uncertain cannot
adequately prepare themselves for the
future, since it is unclear to them whether
actions should be undertaken or not.”
Quite a number of factors such as
employment contract, collective
bargaining agreement, labor legislation
and personal factors such as education,
work experience, job functional area,
work industry, work location, etc., play
an important role in determining the
need for an individual's services and
impacts their personal job security.
Generally, certain type of jobs and
industry jobs has been perceived to have
high job security. For instance,
government jobs, educational jobs,
healthcare jobs and law enforcement
jobs are deemed to be very secure while
on the other hand, jobs in the private
sector are widely perceived to offer
lower job security which may also be
according to industry, location,
occupation and other factors ( Adebayo
and Lucky, 2012).A recent survey
conducted by KPMG ( 2010) on job
security found that more than 75% of
participants considered job security their
top priority when searching for a job as a
result of the uncertain economic
environment. While the result also
showed that 67% of the participants
were likely to work in a public or non-
profit organization than a corporate
business due to the recession.
Additionally, there are some demographics
factors which may impact on job security.
Considering different age brackets; people
in the age of 40s are considered to raise
children hence experience more job
insecurity than of those who have no such
responsibility. Similarly high job

Volume-7 Issue-6 October 2018, DOI: 10.26671/IJIRG.2018.6.7.101 Page 205
insecurity is experienced by old age
employees (De Witte, et al., 2003). Gender
may play an important role in creating job
insecurity. It is evident from studies that
men face more job insecurity than women
(Kinnunen, et al., 1999). However, it is
also discussed that a woman having
responsibility of earning bread may
encounter same insecurity as of man (De
Witte, 1999). Socioeconomic status has an
impact on job security. It is revealed that
people having low status are more
threatened about loss of job and feel
greater insecurity. It is often due to the fact
that low status people have low education
therefore they try to stick with the present
job and fear of unemployment creates high
level of insecurity (Sverke, et al., 2006).
Employment contracts are also influencing
upon job insecurity. Full time employees
have comparatively less level of job
insecurity them temporary employees
(Barling, et al., 1996).
Employee Performance
Employee performance is a key metric
which affects the overall performance of
the organization. Performance of
employees is in turn affected by several
variables like employee satisfaction,
working environment, compensation and
benefits, career advancement etc.
According to Gabriel Rodriguez (2017),
the principal factors of the performance of
employee are as follows:
- Productivity,
- Retention,
- Customer Service,
- Improving performance
- Large business
Businessdictionary.com defines employee
performance as “the job related activities
expected of a worker and how well those
activities were executed.”
The performance of employee will also get
affected to the extent of feeling job
insecurity. Literature shows that there is an
association between job insecurity and
self-related performance (Rosenblatt, et
al., 1999). Moreover, studies also reveals
that employees having fear of job
insecurity perform more to become
valuable in order to confirm their stay with
organization (Sverke, et al., 2001). Other
studies shows negative relation of job
insecurity with well-being of employees,
their attitudes, job involvement and trust
over management (Sverke, et al., 2002).
Wang, Lu, & Siu, (2015) examined the
relationship between job insecurity and
performance and found that increased
feelings of job insecurity corresponded
with low levels of job performance.
However, this was not the case for
employees in organizations with high
levels of organizational justice.
Organizational justice has to do with the
policies and procedures put in place to
make employees feel as though they are
treated fairly. The findings however were
not as straightforward as increased feelings
of job insecurity resulting in decreased
performance. Increased feelings of job
insecurity first led to fewer work-related
positive feelings, which is a crucial
component of work engagement. Only
then did these feelings harmfully impact
actual job performance. It is only when job
insecurity is present and these positive
feelings are reduced in some way that
performance will inevitably suffer.
3- HYPOTHESES
On the basis of the literature review, the
following hypotheses have been
formulated:
H1: There is no significant correlation
between job security and employee
satisfaction.
H2: There is no significant correlation
between hob security and employee
performance.
H3: There is no significant correlation
between the status of the labour market
and concern about job loss.
4- RESEARCH METHODOLOGY
The study used a cross-sectional survey
methodology to investigate loss of job
security and its impact on employees
‘performance. This study uses descriptive
research design which provides a
quantitative description on a population

Volume-7 Issue-6 October 2018, DOI: 10.26671/IJIRG.2018.6.7.101 Page 206
from Salalah, Oman. The research study
employed a structured questionnaire as the
data collection tool. The questionnaire had
a total of 21 items. The distributed
questionnaire consists of the two follow
parts:
Part1: Personal information like gender,
age, education level, occupation and labor
market status,
Part2: Questionnaire statements : 15 likert
scale statements, one multiple choice
question and one open question
This study used a stratified sampling
method where gender, age, level of
education, occupation and labor market
status for the selected population is
divided into categories or strata. Simple
random sampling was used and the
questionnaire was sent to 120 employees
in various organizations, out of whom only
100 responded.
The demographic information showed that
60% of the respondents were male and
most of them had a Bachelor degree. As
many as 82% of the respondents were
managers and 58% had permanent jobs.
 Summary of background information statistics
Part 1 : Background Information
Frequency
Percentage
Gender
Male
60
60%
Female
40
40%
Age
20-30
32
32%
31-40
46
46%
More than 40
22
22%
Level of
Education
Diploma
30
30%
Bachelor
38
38%
Master
24
24%
Other
8
8%
Occupation
Manager
82
18%
Employee
18
82%
Labor market
status
Permanent job
58
58%
Temporary job
42
42%
Table. 1. Summary of demographic information of respondents
The data was tested for reliability using Cronbach Alpha test and the results are as follows:
Reliability Statistics
Cronbach's Alpha
N of Items
.818
21
Table 2. Reliability statistics test survey
The table above shows that the value of Cronbach's alpha is 0.818 (82%), which indicates an
high level of internal consistency for the scale with the selected sample.

Volume-7 Issue-6 October 2018, DOI: 10.26671/IJIRG.2018.6.7.101 Page 207
Testing of Hypotheses
To measure the impact of loss of job security on performance, the central tendencies were
analyzed and subsequently a t-test was conducted to check the validity of the hypotheses.
H1: There is no significant correlation between Job security and employee satisfaction.
One-Sample Statistics
Place
Mean
Std.
Deviation
Std. Error
Mean
1
Are you satisfied with your present job?
5
4.32
.863
.086
2
Are you satisfied with the work environment in your
organization?
6
4.24
.653
.065
3
Do you share a good relationship with your colleagues?
8
4.20
.853
.085
4
Are you satisfied with your present salary?
2
4.40
.569
.057
5
Do you feel that work is stressful?
4
4.34
.890
.089
6
Is there a sense of security in your job?
1
4.56
.574
.057
7
Do employees and leaders respect the policies of job
security in workplace?
10
4.08
1.061
.106
8
Do you feel secure in your job?
3
4.36
.746
.075
9
Did you ever fear for your present job?
9
4.16
1.012
.101
10
Are you satisfied with your present promotion?
7
4.20
.569
.057
Table. 3. Test of acceptability of the first hypothesis
Graph 1. Variation of Means and Std. Deviation of the statements of the first Hypothesis.
Using the One-sample statistics, outputs show that the arithmetic mean of each statements in
this hypothesis is greater than 3 (neutral response “Neutral”).
Question (6) ranked in the first place according to the Mean value (4.56), which states that
there is a sense of security in the job. Question (4) was ranked by second place with mean
(4.40) and with a standard deviation (0.569). The third place was for the question (8) with
12345678910
4.32 4.24 4.2 4.4 4.34 4.56
4.08 4.36 4.16 4.2
0.863 0.653 0.853
0.569
0.89
0.574
1.061
0.746 1.012
0.569
Mean Std. Deviation

Volume-7 Issue-6 October 2018, DOI: 10.26671/IJIRG.2018.6.7.101 Page 208
mean(4.36) and standard deviation (0.746). The fourth place was for the question (5) with
mean (4.34) and standard deviation (0.890). Question (1) was ranked by fifth place with
mean (4.32) and with a standard deviation (0.863). The sixth place was for the question (2)
with mean (4.24) and standard deviation (0.653). Question (10) was ranked by seventh place
with mean (4.20) and with a standard deviation (0.569). The eighth place was for the question
(3) with mean (4.2) and standard deviation (0.853). Question (9) was ranked by ninth place
with mean (4.16) and with a standard deviation (1.012). The last place was for the question
(7) with mean (4.08) and standard deviation (1.061).
Table 4. The outcome of the One-sample T Test of the First hypothesis
The table above shows that the p-value (0.023) is less than 0.05 which is the level of
significance, so the null hypothesis is rejected the alternative hypothesis which states that
there is a significant correlation between Job security and employee satisfaction is accepted.
The t – value is 24.884 which also indicate that null hypothesis should be rejected.
H2: There is no significant correlation between job security and employee performance.
One-Sample Statistics
Place
Mean
Std.
Deviation
Std. Error
Mean
1
Is there cooperation and teamwork between managers
and subordinates in your job?
3
4.28
.753
.075
2
Do you think that the job security improve employee
performance?
4
4.24
.653
.065
3
Do you think that the job security improve employee
productivity?
5
4.20
.853
.085
4
Do you think that the job security improve
organizational performance?
1
4.40
.569
.057
5
Do you enjoy what you do at your job?
2
4.34
.890
.089
Table 5. Test of acceptability of the second Hypothesis.
One-Sample Test
Test Value = 3
Hypothesis
t
df
Sig.
(2-tailed)
Mean
Difference
95% Confidence Interval
of the Difference
Lower
Upper
There is a significant
correlation between Job
security and employee
satisfaction
24.884
99
.023
1.28600
1.1835
1.3885

Volume-7 Issue-6 October 2018, DOI: 10.26671/IJIRG.2018.6.7.101 Page 209
Graph 2. Variation of Means and Std. Deviation of the statements of the second Hypothesis.
Using the One-sample statistics, outputs show that the arithmetic mean of each statements in
this hypothesis is greater than 3 (neutral response “Neutral”).
Question (4) ranked in the first place with a Mean valueof (4.40), which states that the job
security improve organizational performance. Question (5) was ranked in second place with
mean (4.34) and with a standard deviation (0.890). The third place was for the question (1)
with mean (4.28) and standard deviation (0.753). The fourth place was for the question (2)
with mean (4.24) and standard deviation (0.653). Question (3) was ranked by last place with
mean (4.20) and with a standard deviation (0.853).
Table 6. The outcome of the One-sample T Test of the Second hypothesis
The table above shows that the p-value (0.012) is less than 0.05which is the level of
significance, so the null hypothesis is rejected and the alternative hypothesis which states that
there is a significant correlation between job security and employee performance is accepted.
The t – value is 33.288 which also indicate that the null hypothesis should be rejected.
12345
4.28 4.24 4.2 4.4 4.34
0.753 0.653 0.853 0.569 0.89
Mean Std. Deviation
One-Sample Test
Test Value = 3
Hypothesis
t
df
Sig.
(2-tailed)
Mean
Difference
95% Confidence Interval
of the Difference
Lower
Upper
There is a significant
correlation between job
security and employee
performance
33.288
99
.012
1.29200
1.2150
1.3690

Volume-7 Issue-6 October 2018, DOI: 10.26671/IJIRG.2018.6.7.101 Page 210
Correlation between Labor Market Status and Concern about Job Loss
Correlations
Labour
market status
Concern about job loss
Labour market status
Pearson
Correlation
1
.683**
Sig. (2-tailed)
.000
N
100
100
Concern about job loss
Pearson
Correlation
.683**
1
Sig. (2-tailed)
.000
N
100
100
**. Correlation is significant at the 0.01 level (2-tailed).
Table7. Outcomes of the Pearson correlation
The table above shows that the p-value
(0.000) is less than level of significance at
0.01 levels and the correlation co-efficient
is .683. This shows that there is a
significant correlation between labor
market status and the concerns about loss
of job during next 12 months. Employees
having part time jobs are much more
insecure about their jobs and have a high
level of concern about losing their jobs in
the near future.
5- DISCUSSION
The findings of the study show that the job
security dimensions contribute
significantly on the levels of the employee
performance and satisfaction. The findings
show also that the type of labor market
status for respondents (type of job held)
also has an impact on the feeling of
security in the workplace. Permanent
employees were more secure about their
job status as compared to temporary
employees. The study included
respondents of different nationalities
working in private and government sector
organizations in Sultanate of Oman. This
is perhaps the first study of its kind
conducted on both Omanis and expatriates
together. The findings of the study are in
line with the results of similar studies
conducted in other countries.
Job security is a big issue facing
employees in Oman, especially after the
adverse impact on the nation’s economy
due to the fall in oil prices. Both private as
well as government hirings have
significantly reduced and job losses have
been reported from the private sector. This
has added to the feelings of job insecurity,
especially amongst the expatriate workers.
In the long run, this feeling of insecurity,
coupled with a sense of lack of
organizational justice can lead to
significant decline in the levels of
satisfaction and subsequently in levels
employee performance. This will be in line
with the findings of DeWitte (2003).
In such a scenario, managers and
employers must go the extra mile let
employees feel secure in the workplace to
help them to perfectly achieve the goals of
their companies. Transparent
communication channels have to be built
so that the true picture is always conveyed
to the employees. Training and reskilling
of employees will go a long way in
boosting their confidence and preparing
them for a new job, if required. Personal
touch is required in the form of one – to –
one as well as group discussions, to
motivate the employees and allay their
insecurity. It has been found that there is a

Volume-7 Issue-6 October 2018, DOI: 10.26671/IJIRG.2018.6.7.101 Page 211
lot of concern regarding a possible job loss
amongst temporary employees, which
indicates deep seated job insecurity. This
has to be addressed in organizations where
such employees are in large numbers.
6- LIMITATIONS OF THE STUDY
The study suffers from some of the usual
limitations of time and resources. This
study was conducted in the city of Salalah
and can be done all over Oman and also in
other countries of the Middle East. Sector
and job specific studies can also be
conducted. Employee performance and
satisfaction is also impacted by several
other variables, and their relationship with
and impact on job security can be further
investigated by researchers. Practical
implications of the study have to be
communicated to industry and managers
so that they can understand the
phenomenon of job security and the
consequences of the lack of job security in
a better manner.
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