Social well-being at work: The effect of job insecurity and different foci of trust

Abstract

Orientation: Understanding the connection between job insecurity and trust is vital for enhancing workplace social well-being.
Research purpose: This study examined the effect of organisational and interpersonal trust and job uncertainty on the social well-being of workers in a volatile and culturally diverse workplace context in South Africa.
Motivation for the study: Gaining insight into how positive (trust) and negative (job insecurity) factors affect employees’ social well-being in culturally diverse workplaces is crucial. Such understanding can inform human resource strategies and promote the sustainability of organisations.
Research approach/design and method: A quantitative research methodology was employed, utilising a cross-sectional survey design. A total of 403 permanent employees from various positions within a utility organisation in South Africa completed a structured questionnaire.
Main findings: Trust in the organisational entity and in co-workers enhanced social well-being, with trust in the organisation having a greater effect. Job insecurity reduced social well-being directly and indirectly through diminished organisational trust.
Practical/managerial implications: Managers should prioritise building trust within the organisation and among colleagues to enhance social well-being, emphasising transparent communication, consistent leadership and support programmes. Addressing job insecurity is also essential, as it reduces social well-being by affecting organisational trust.
Contribution/value-add: This study deepened our understanding of how trust and job insecurity are related to social well-being at work. It contributed by exploring social well-being in an underexplored African public sector setting, offering insights for developing policies and human resource management strategies to enhance organisational sustainability.