THE MEDIATING ROLE OF PSYCHOLOGICAL SAFETY IN THE RELATIONSHIP BETWEEN JOB INSECURITY AND EMPLOYEE ACCEPTANCE OF INNOVATIVE HR PRACTICES

This research aims to examine intermediate of the impact of psychological safety on the link among job insecurity and employee acceptance of innovative HRM practices. This case studies are based on the Conservation of Resources (COR) theory where job insecurity, which is detrimental to openness to change, is explored and the moderating role of psychological safety is examined is explored where it offers a positive influence due to the building of trust, collaboration and openness to change. This was done through a self-administered questionnaire on 350 employees in various industries with a combination of an online survey and face-to-face interviews with selected HR professional executives. In particular, the findings show that psychological safety moderates the effects and minimizes the adverse effects of job insecurity on the extent to which employees accept HR innovation. These studies highlight the need to create a promotion-focused psychological climate in order to boost employees’ work-related flexibility and the extent to which they willingly implement innovation in organizations, especially when there is operation, management or economic instability. The research findings are useful for both the management and human resource professionals involved in the process of change, as well as augmenting the existing literature on managing change and building organizational resilience in complex organizational contexts.