Can a workplace leadership intervention reduce job insecurity and improve health? Results from a field study.

PURPOSE: To examine the effectiveness of an intervention in the workplace designed to reduce job insecurity among employees affected by organizational change.

METHODS: Supervisors were randomly allocated to an intervention (IG) or waiting-list-control group (CG) and the intervention was administered over a period of 3 months, comprising six group sessions. N = 103 supervisors and their team members (mean age 41.80 ± 9.60 years, 60.19% male) provided data prior to (t0) and 3 months post-intervention (t1) by means of questionnaires and hair samples. Job insecurity (COPSOQ), mental health (HADS) and somatic health (GBB, hair cortisol concentration) were measured.

RESULTS: Job insecurity was reduced to a marginally significant degree in the IG compared to the CG at t1 (B = - 5.78, p = .06, CI [- 11.73, 0.17]). Differential effects for supervisors and team members were not found. No effects on health could be observed overall in the IG, but supervisors in the IG reported a significant decrease in exhaustion tendency (B = - 0.92, p = 0.01, CI [- 1.64, - 0.20]) and a non-significant trend towards higher levels of anxiety (B = 2.98, p = 0.10, CI [- 0.57, 6.54]) compared to team members.

CONCLUSIONS: This is the first study to provide some evidence for the effectiveness of an intervention that aimed at reducing job insecurity during organizational change. Health-related effects were observed in supervisors but not in team members. Further intervention studies are needed to add to the current knowledge base.