Innovating Under Pressure

What is it about?

This study explores how quantitative job insecurity—the fear of losing your job—and qualitative job insecurity—the fear of losing important job features like pay, promotion, or development opportunities—shape employees’ creativity in different ways. When people feel their job itself is at risk, they often try harder to impress managers and protect their position by offering new ideas. But when they fear losing career growth or job quality, their motivation can drop, making them less innovative. Understanding these distinct patterns helps leaders encourage innovation and keep motivation alive, even when the future of jobs or job conditions feels uncertain.

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Photo by Vitaly Gariev on Unsplash

Photo by Vitaly Gariev on Unsplash

Why is it important?

This research matters because many businesses face constant change, restructuring, or technological disruption that can unsettle employees. Knowing that quantitative job insecurity can sometimes spark short-term creativity while qualitative job insecurity often dampens motivation helps leaders respond wisely. If managers only rely on fear of job loss, they may get quick ideas but risk burnout and disengagement. By protecting career growth, offering clear development paths, and communicating honestly, organizations can reduce harmful insecurity while still encouraging innovation. The findings give practical guidance for balancing healthy pressure with a supportive environment that keeps employees motivated to share new ideas.