The Impact of Job Security بحث جاهز عن الأمان الوظيفي pdf

The Impact of Job Security in Saudi Banks in Tabuk city

Hammad Hwimel Aletwi

Supervisor: Dr. Khaled Al-Balawi

This thesis provided a continuation of the MSc package

Major in Business Administration at the University of Tabuk

November, 2020

DEDICATION

To the parents … Without them, I would not have existed in this life, and from them I learned to be steadfast, regardless of the difficulties.

To my esteemed teachers …. From them I drew letters and learned how to pronounce words, formulate phrases, and refer to the rules in the field of …..

إقرأ أيضا:أسئلة احصاء مع اجاباتها

To colleagues who have spared no effort in generating information.

I dedicate a master’s thesis to you

Inviting the Lord – Glory be to Him – was crowned with success and acceptance on the part of the members of the venerable committee.

ACKNOWLEDGEMENTS

I would like to acknowledge my indebtedness and render my warmest thanks

to my supervisor, who made this work possible.

His friendly guidance and expert advice have been invaluable throughout

all stages of the work.

إقرأ أيضا:بحث جاهز عن الأمن السيبراني doc

ABSTRACT

This study investigates the job security in Saudi Banks and examines the impact of job security on job performance. Moreover, this study aims to study employees’ performance indicators, factors that influence their performance, factors that influence employee mobility within the same sector As well as get to know strategies to guarantee job security to employees.

The study population includes all managerial and non-managerial employees at the banks of Tabuk city. The sample consisted of 30 employees from an aggregate population in the banks of Tabuk city. An online questionnaire ‎ was used to collect the corresponding data.

The results show that there is a difference in job security in financial institutions according to marital status in favor of married individuals. and There is no difference in job security in financial institutions according to age category. Also, there is no difference in job security in financial institutions according to the years of experience category. The study recommends that the bank’s management should pay attention to shaping the perceptions of the employees and preserving a positive working environment and morale even when times are tough

إقرأ أيضا:جامعة ماريلاند

List of Content

Dedication…………………………………………………………………….….I Acknowledgement…………………………….….……………………………..II Abstract……………………………….……..……………………….………. III

List of Content………………………………………..………….……………..V

List of Figures……………………………………………….…………………VII

List of Tables……………………………………………….…………………VII

List of Abbreviations………………………………………….………………IX

CHAPTER ONE: INTRODUCTION……………………………… 1 – 21

Background to the Study ………………………………………..…..…. 1
- Dynamics of the Banking Sector at International Level …….….…4
- Dynamics of the Banking Sector at Regional Level ………….….. 7
- Dynamics of the Saudi Banking Sector ……………………….….. 9
  - Early history of banking…………………………………….….. 9
  - Creation of the Saudi Arabian Monetary Agency ………….… 10
  - Introduction of paper money …………………………….…… 10
  - First banking problem and resolution ……. …………….……. 10
  - Introduction of the banking control law …………………….… 11
  - Banking and Finance …………………………………..…….. 11
  - Rapid growth and restructuring in the 19……………………… 13

1.2 Problem statement ……………………………………….…………… 16

1.3 Research questions ……………………………………….…………… 17

1.4 Research hypothesizes …………………………………………..…….. 17

1.5 Research Objectives ……. ……………………………………….……. 17

1.6 Research significance …………………………………………….….… 18

Theoretical significance ……………………………………….…. 18
Practical Significance ……………………………..………………. 18

1.7 Research approach .,…………………………………………………… 18

1.8 Definition of Term ………………………………………….……….. 19

1.9 Justification of the Study ………………………………..…………… 19

1.10 The structure …………………………………………….…………. 20

CHAPTER TWO: Theoretical framework & Previous studies ………….. 22 – 50

2.1 Introduction ………………………………………………………….…. 22

2.2 Concept of job security ………………………………………………… 22

Concept of Job Insecurity …………………….………….…….. 26
- Qualitative and Quantitative Job Insecurit….……….…… 27
- Cognitive and affective job insecurity ……………….….. 28
- Consequences of job insecurity ………………………….. 29

2.3Job security for permanent employees & for contractual employee… 32

2.4Employee performance indicators …………………………..……….… 34

2.5Factors that influence performance ………………………….………… 35

Reward Policy …………………………………….……………… 35
Training and development opportunities ……………………..… 36
Job design …………………………………………………….….…37
Leadership style …………………………………….………..….. 37
Work environment ………….…………………………………… 38

2.6Factors that influence employee mobility within the same sector ..….. 40

2.7strategies to guarantee job security to employees ……………………. 42

2.8Previous studies ………………………………………………………… 46

CHAPTER THREE: Field study Procedures ….……………..…………. 51 – 52

.

3.1Introduction ………………………………………………..…………. 51

3.2Study instrument ……………………………………………..……….. 51

3.3Research community and sampling ……………………….………… 51

3.4Data analysis procedure ………………………………….………….. 52

CHAPTER FOUR: Presentation, analysis & discussion of data …..…… 53 – 68

4.1Data analyses ……………………………………………………… 53

4.2Reliability of the scale …………………………………………..… 53

4.3Validity of the scale ………………………………………………. 53

4.4Demographic variables …………………………………………… 56

CHAPTER FIVE: Conclusions and recommendations…… ………………… 69 – 70

5.1Conclusions ……………………………………………………… 69

5.2Recommendations ……………………………………………… 70

REFERENCES ……………..…………….…….….………………… 71 – 78

List of Figures

Fig. 4.1: Distribution of sample members according to ago ……………………….. 56

Fig. 4.2: Distribution of sample members according to Marital Staus…………..…. 57

Fig. 4.3: Distribution of sample members according to Years of Experience ……… 58

List of Tables

Table 4.1: Table (1) Reliability Statistics …………………………………….….. 53

Table 4.2: correlation between each statement of the scale with the overall degree

of the scale ………………………………………………………..………53

Table 4.3: distribution of sample members according to age ……………………… 56

Table 4.4: distribution of sample members according to Marital Status ………..… 57

Table 4.5: distribution of the sample members according to Years of Experience .. 58

Table 4.6: represented the distribution of sample members ……………………….. 62

Table 4.7: level of job security in financial institutions …………………………… 66

Table 4.8: mean and Std. deviation of respondents ……………………………….. 66

Table 4.9: Independent Samples Test ………………………………………….…… 67

Table 4.10: one way ANOVA for Difference in job security in financial institutions
according to age category …………………………….……………… 68

Table 4.11: one way ANOVA for Difference in job security in financial institutions
according to Years of Experience category ………………….……. 68

LIST OF ABBREVIATIONS:

HRM Human Resource Management

BS Bank of SUDIY

ATMs Automated Teller Mach

CHAPTER ONE

STUDY FRAMEWORK

1.1 Background to the Study:

The shift in the global economy and employment patterns has brought job security to the forefront of most employee concerns. and In this ground of growing world, the success of any organization relies on its human resource. How well they manage the employees’ rights and give them benefits is the key to success. Human resources play a key role, as an important asset, in achieving organizational objectives. For this importance, managers at all levels must work hard to provide human resources with all demands of job security from the perspective of stability, best working conditions, integrity, and justice(Taamneh and Gharaibeh, 2014). The consequences of job security or lack of it lead to far reaching challenges for organizations. For this reason, job security is considered to be a crucial factor to employee performance and not as an isolated episode. In the contemporary business world, job security has come to the forefront of employee concerns.

The pressures and dynamism of the macro and micro environment (such as competition and rising costs) have forced organizations to review their business, costs, processes, and structures (Cooper, 2000). The Financial institutes are no exception to this. The employees of the Bank are valuable assets to their organization. If they are highly satisfied with their job they produce more and it is profitable for the organization and its key to success. So in this competitive environment, it is necessary to know the employees needs toward their job and to measure the level of satisfaction with various Levels and different categories (Khan et al.,2015).

When studying job security in relation to employee performance, job insecurity comes into play because these two concepts are different sides of the same coin. Higher levels of job insecurity are linked with lower job satisfaction and reduced organizational commitment which in turn can have an effect on employee performance (Chirumbolo and Hellgren, 2003). Job security refers to an employee’s expectations about the stability and longevity of his or her job in an organization and is anchored on the assurance that an employee has about the continuity of gainful employment for his or her work life (Davy, Kinicki and Scheck, 1997). It usually stems from the general economic conditions, labour laws and collective bargaining agreements that inhibit arbitrary terminations and dismissals and also the contract of employment. On the other side of the same coin is job insecurity which is defined as a potential threat to continuity in one’s current job (Heaney, Israel and House, 1994).

It reflects in the worry a person feels about the future of her or his employment situation. Hartley, Jacobson, Klandermans and van Vuuren, (1991), defined job insecurity as a discrepancy between the levels of security employees experience and the levels they prefer. Therefore job insecurity reflects an essential and involuntary modification concerning the continuity and security within the employing organisation. Employees with high level of job insecurity have high expectation of job loss and perceive their sustained existence in the organisation to be under threat. Thereby suggesting that the feeling of job insecurity only arises in the case of threatening job loss.

The principal theme in the different definitions is that job security and job insecurity are subjective phenomena, i.e. they are based on employees’ perceptions and interpretations of the prevailing work setting (Hartley et.al, 1991). For example, Mauno, Kinnunen, Mäkikangas, and Nätti, (2005) have explained that job insecurity is an employee’s assessment of the possibility of losing a job.

They further classify two themes within job insecurity which are cognitive job insecurity, which alludes to the probability of job loss and affective job insecurity, which alludes to the fear of job loss. Job insecurity can be more distressing to the employee than job loss. Job loss is already ascertained and the employee has to accept the loss and cope with its consequences. In the case of job insecurity, accepting may be difficult due to the uncertainty of the occurrence. Job insecurity also arises from the impact of the changing world of work which leads to changes in the psychological contract. Employees are expected to contribute more in terms of skills, expertise, flexibility, time and effort. Whereas they receive less in terms of career opportunities and security of tenure. The breach of the psychological contract between parties in the employment relationship is likely to result in negative employee attitudes, because it undermines the norm of reciprocity, which is central in preserving well- being and performance.

Also to note in the banking sector, job security is one of the important variables informing employee decisions on whether to remain in the current organization or go in search of greener pastures. Samuel and Chipunza (2009) note that job security, salary and benefits, career development, on the job training and special reward/recognition for special performance are all measures to ensure that organisations become competitive and retain their employees. The result of their research confirms that employee motivation and performance of bank officers is considerably dependent upon their pay or salary, fringe benefits, security of employment, quality management, and co-worker relationship or association. Sadia and Uzma, (2012) note that in Pakistan the major challenge for the banking sector is the retention of employees, as young, spirited and intellectual employees were constantly prepared to change over whenever they feel disgruntled with their job. In such instances some motivational factors are used in different ways to retain the employees and these include job security among many other factors.

Nowadays, job security is facing big challenges due to the pandemic situation of COVID-19. As a result of the COVID-19 pandemic, the massive reduction in economic activities is impacting global manufacturing and service sectors in the form of a global employment downturn. The ILO (2020a) reports that approximately 25 million jobs could be lost worldwide during and after the pandemic (Jenna et al.2020).On another hand the rise due to organizational changes, restructuring, and downsizing of the workforce for organizations to remain profitable. Therefore, based on this scenario it is very important to study job security. Moreover, in the literature, there were very few studies conducted to investigate this issue in the banking sector. Therefore, this study aims to explore job security in the financial institutes: a case study in Saudi banks. Also, it investagets the impact of job security on the performance of Saudi banks. Job security in the banking sector is essential and crucial to retain employees in an organization and allow them to work productively and comfortably. This study will make a significant attempt to help the board of Saudi banks as a foundation for coming up with strategies to enhance job security in the banking sector.

1.1.1. Dynamics of the Banking Sector at International Level:

Sparks, Cooper, Fried and Shirom (1997), note that over the past four decades of the 20th century, the nature of work has transformed drastically. The 1960’s and 1970’s saw the introduction of new technology, such as the use of computers in organizations. Since the late 1970s, technological advancements, economic slumps, business restructuring and increased global competition radically altered the nature of work. This was followed in the 1980’s by an immense shift towards globalization, with countless organizations opting for strategic alliances such as mergers, acquisitions and privatizations. This entrepreneurial era resulted in amplified economic competitiveness in global markets for those nations that embraced it. In the 1990’s, a main restructuring of work began to take place. Firms in nations affected by the recession adopted survival strategies such as downsizing or delayering. Throughout the last decade, this inclination for restructuring and downsizing persisted in various organizations, together with an upsurge in sub-contracting and outsourcing, in order to compete effectively in the growing global market. Howard (1995) concurs that since the late 1990s, economic recession and other factors have had a dramatic effect on the nature of work.

The macro-business environment in the recent years have compelled organizations to change their approach to business. The financial crises of the recession in the world economy has seen organizations resorting to diverse strategies to circumvent financial snags and to remain competitive in the market. In an effort to cut costs organizations have resorted to contemporary forms of employment like precarious employment so as to shrink the extra benefits (allowances, bonuses etc.). Kurebwa (2011) asserts that such organizational strategies have dealt a tremendous setback to the job security for the greatest number of employees and have resulted in job instability and mistrust between employee and employer. As employees feel insecure about their jobs, job involvement is affected i.e. the level to which employees associate themselves with the job. A reduction in the level of job involvement has had a negative effect on employee performance. Research on job security has provided constant evidence across countries, industries and firms, that a lower job security level is associated with negative employee behaviours and attitudes, which in turn affect work performance.

According to Simons (1998) cited by Chinyelu (2018), in the United States alone, about 500 companies have reduced their total workforce from 14.1 million employees to 11.6 million between 1983 and 1993. Approximately 500,000 U.S employees are facing job loss each year as a result of the survival strategies adopted by organizations. The global financial crisis which was triggered around mid-2007 by the deflation of the US housing boom, resulting in significant losses on the USA structured mortgage credit and vagueness about the extent of institutions’ exposures to these assets. The compression of financial conditions over the following months uncovered the much broader pattern of extreme risk-taking, maturity transformation and severe susceptibility within the global banking industry. As some banks (and other financial intermediaries) came under liquidity strain, central banks considerably extended their liquidity facilities. The termination of bank funding markets after the Lehman Brothers failure in September 2008 impelled governments to warranty banks’ wholesale funding.

Numerous banking institutions in Europe and the United States were government capital boosters, and some were nationalised. Asset disposal schemes were established in several 1st world nations to aid banks in addressing their problematic assets. These efforts managed to avert a collapse of the global financial system and economy. However the consequential fiscal costs from direct banking sector monetary support, yield losses and intensifications in public debt were extensive and in some cases raised alarms around the solvency of sovereigns.

As a strategy to deal with the solvency glitches some banks restructured and there was retrenchment. Some employees lost their jobs i.e. the leavers and fo those employees who managed to keep their jobs (the survivors), the security of those jobs became one of their major concerns. De Witte and Naswall (2003) in De Witte (2005) noted that such apparent insecurity has a ngetive effect on employee work attitudes and behaviours. For example, an employee who perceives their job to be at risk may be more likely to be looking for work elsewhere and may exert less effort in their current job since they consider that they do not have a future with their current employer.

1.1.2. Dynamics of the Banking Sector at Regional Level:

Commercial banks across the Arabin continent have been subject to transformations since the mid of 1990’s due to the introduction of innovative use of information technology (Kalakota and Whinston, 1996).

Srivastava (1984) considers technological innovation to be modifications in technology that effectively advance the performance of organization. Innovation such as those presented in automated teller machines (ATMs), phone banking, internet banking and smart card application are occurring an overwhelmingly faster pace in the global banking sector. Innovation is beneficial as it helps mankind to satisfy its shifting needs and to handle demands of a fluctuating and dynamic environment. Hence organizations should use diverse approaches to endorse and use technology, to encourage its adaptableness and to manage the constantly shifting circumstances and environment in which it functions.

However, innovation along with other factors has transformed the employment structure of financial institutions. Contingent workforces are now being preferred in place of permanent workforces to do the job. Permanent employees are only required for the core business with most support / peripheral activities being outsourced as the capacity of in-bank transactions has decreased drastically. This has resulted in high levels of job insecurity amongst employees, as they feel they are being replaced by technology. This prospect of waking up out of employment has increased stress among bank workers and this has had an undeniable effect on the overall performance of the employees.

According to Bosman, Buitendach and Laba (2005), a review on the South African banking sector exhibited a substantial disturbance, which had seen the sector shed approximately 9 000 jobs throughout 2003. He adds that there were less employees, doing more, and feeling less secure about their jobs. In as much as downsizing or ‘rightsizing’ appears to be the answer to organisational efforts aimed at improving structural effectiveness by decreasing labour costs, the brunt of these strategies id borne by the survivors who have to do more with fewer resources. These survivors are burdened with a snowballing work-load and vagueness concerning the sustained availability of their jobs. (Kurebwa, 2011). This trend in the banking sector has overwhelming, far-reaching effects on the well-being of the affected bank employees. It also has effects organizational commitment and employee performance as the ‘survivors’ are incapable of upholding optimistic attachments to work in the absence of security of employment.

According to the World Economic Outlook (2006), those countries with well-developed and market-oriented fiscal systems have grown quicker and more progressively than those with feebler and meticulously regulated systems. The banking system, in countless developing countries has been snowed under by innumerable complications which led to drastic organisational changes and also a re-orientation of approach in a bid to cultivate a more well- organized and well-functioning system (Sarkar, 2010). Zimbabwe has not been spared these problems that have bedevilled the financial institutions the world over. The situation has also been worsened by developments in technology which have brought in new products and players into the sector. For example, mobile banking has resulted in strategic alliances between banking institutions and network service providers thus making network service providers players within the sector (Mugwati, Nkala, Mukanganikwi, 2013). As a result of these new players joining the sector job security has come under threat as it has also reduced the volume of over the counter in-bank transactions.

1.1.3 Dynamics of the Saudi Banking Sector:

1.1.3.1 Early history of banking development and bank restructuring:

The early years

The emergence of Saudi Arabia as a modern day unified state has been a development of recent origin. The consolidation of the state apparatus over a large country with a small population dispersed in far-flung pockets and the laying down of the country’s physical and fiscal infra- structure on the most efficient and modern lines in a relatively short span of time has been a remarkable achievement. The simultaneous development of the legal and institutional framework of finance and commerce in a span of about four decades has been a no less onerous exercise. The basic framework was laid some time back and in recent decades the institutional framework has evolved to support the development of a modern economy.

In the early part of this century, a few foreign based trading houses (including a trading arm of Algemene Bank Nederland) and money changers provided most of the finance related services to meet the needs of the trading community and pilgrims who were the major sources of finance in the economy. With the discovery of oil in 1939, the inflow of royalty revenue into government coffers started and following the Second World War, there was a surge in oil demand and production. Government revenues and expenditures rose rapidly and foreign banks started entering the market. The French Banque de L’Indochine and Arab Bank opened branches in Jeddah in 1948; followed in 1950 by the British Bank of Middle East, National Bank of Pakistan and Bank Misr of Egypt. Banking services such as deposit taking and lending were also provided by the local money changers.

1.1.3.2 Creation of the Saudi Arabian Monetary Agency:

In order to achieve a stable monetary mechanism and stability of currency, in October 1952 the government created the Saudi Arabian Monetary Agency (SAMA). It opened offices in the main cities, but the government continued to use the payment service of money changer Al-Kaki and Bin Mahfouz Co. to act as its agent. In 1953 the government permitted this money changer to start the Kingdom’s first commercial bank under the name of the National Commercial Bank.

1.1.3.3 Introduction of paper money:

More foreign banks followed, and in 1954 Banque du Caire started operations, followed by Banque du Liban et d’Outre Mer and First National City Bank of New York. Riyad Bank started operation in 1957 and Bank Al-Watany in January 1958. During the period 1950 to 1956, there was a gradual introduction of paper money in the form of Pilgrim Receipts which were supported by precious metals and foreign currencies. By 1960 the government was able to hold down inflation, the Riyal was officially pegged to the US dollar at 3.75 and was stable, foreign currency reserves had gone up and the government had issued paper currency to replace all Pilgrim Receipts. Nearly all government debt had been repaid, an accomplishment that lasted for years to follow.

1.1.3.4 First banking problem and resolution:

The first banking problems faced by SAMA took place in 1960. Riyad Bank and Al-Watany Bank, which had commenced operations in 1957 and 1959 respectively, faced serious liquidity problems arising from mismanagement and improper loans. Board members in both banks had borrowed heavily from the banks and defaulted on loan repayments. By 1960 Bank Al-Watany was technically insolvent and was unable to settle the claims of local depositors. Following the refusal of its board members to settle their debts, SAMA liquidated the bank and merged its operations with Riyad Bank. In 1961, SAMA required Riyad Bank to be reorganised. The Chairman of the bank was removed from office and a new board of directors was formed. SAMA, on behalf of the Government, acquired the shares of the directors who failed to repay their loans and thus ended up with 380/0 ownership in the bank.

1.1.3.5 Introduction of the banking control law:

These banking difficulties led to more powers being given to SAMA to license and regulate all banks. A new Banking Control Law was passed in 1966, which gave SAMA broad supervisory powers. Banks were required to meet capital adequacy, liquidity and lending ratios and reserve require- ments. The Banking Control Law also permitted SAMA, with the approval of the Minister of Finance, to recommend institutions for new licenses, issue rules and regulations, and to take actions against any violators of the Law. It also supported the concept of a “universal banking model”, which permitted banks to provide a broad range of financial services including banking, investments, securities, etc. Consequently, banks became the primary licensed financial institutions and expanded rapidly, covering the entire country.

1.1.3.6 Banking and Finance:

Saudi Arabia has a profitable and stable banking industry, closely regulated by the Saudi Arabia Monetary Fund (SAMA). Saudi banks that conform to Islamic law prohibiting interest payments have the benefit of not paying their depositors to hold their money. This, along with high oil revenues, has led to high profits for Saudi banks in recent years. SAMA reported that total bank deposits reached US$138 billion in the first quarter of 2006. SAMA estimates that non-performing loans comprise only about 9 percent of the banking industry’s lending portfolio. No bank has ever failed in Saudi Arabia.

Currency and Exchange Rate: Saudi Arabia’s currency, the riyal (SAR), is pegged to the U.S. dollar. Therefore, the rate in terms of U.S. value remains stable: SAR3.75=US$1.

Fiscal Year: Saudi Arabia’s fiscal year coincides with the calendar year.

The banking sector is composed of 13 Saudi-owned banks and eight branches of foreign banks. The country’s largest bank, the National Commercial Bank, is controlled by the Saudi government and operates under Islamic principles. Saudi Arabia only recently began opening its doors to foreign banks. The Gulf International Bank (Bahrain) arrived first in 2000, followed by the Emirates Bank International (United Arab Emirates), the National Bank of Kuwait, and the National Bank of Bahrain in 2002. The Capital Market Law, passed in 2003, eliminated further barriers to foreign financial institutions. In addition to commercial banks, which meet general banking needs, five government-developed credit institutions are designed to meet private and corporate financing needs: the Real Estate Development Fund, established in 1974; the Saudi Industrial Development Fund; the Saudi Arabian Agricultural Bank, which was founded in 1964; the Public Investment Fund, which lends to “commercially oriented public corporations;” and the Saudi Credit Bank, established in 1971 to make personal loans to low-income Saudi citizens for marriage expenses, vocational training, and building projects. Besides commercial banks and the five government funds, only a few investment banks and other financial intermediaries exist. The venture capital and entrepreneur finance sectors of the economy remain underdeveloped, as most Saudis continue to rely on either family or friends to provide capital for business development. Insurance companies are in their infancy. Prior to passage of the Co-operative Insurance Companies Control Law of July 2003, the government had a monopoly on the insurance industry.

Saudi Arabia maintains a close economic relationship with the United States and other oil-consuming nations. The United States, followed by Japan, South Korea, and China, receives the majority of Saudi exports. In 2004 the United States was both the leading market for Saudi exports and the leading supplier of imports, as it had been in previous years. Japan also does significant business with Saudi Arabia. In addition to trade connections, the Saudi riyal is pegged to the U.S. dollar. Thus, when U.S. officials adjust monetary or fiscal policy, Saudi leaders typically follow suit.

The Saudi stock market is the largest in the Arab world, with a total market capitalization valued at nearly US$650 billion at the end of fiscal year 2005, a 111 percent increase from one year prior. Established in 1990 by SAMA, Saudi Arabia’s stock market only opened to investors outside the Gulf Cooperation Council (GCC) in 1997. Public interest and participation have increased during the past few boom years. Stocks, bonds, mutual funds, and initial public offerings (IPOs) have become common investment strategies for the country’s financially aware citizens. In 2001 SAMA established an online trading system called Tadawul that made securities more accessible. Additionally, the Capital Market Law of 2003 established an official trading floor for the Saudi Arabia Stock Exchange. Still, the legacies of corporate secrecy and government interference in business remain stumbling blocks to wide participation in the securities market. Moreover, the decline of the stock market in February 2006 after three years of record gains provided a sobering warning to investors.

1.1.3.7 Rapid growth and restructuring in the 1970s:

Conversion of foreign bank branches to joint stock banks:

The 1970s were a period of rapid expansion of the banking system to keep pace with the significant rise in government revenues and expenditures and the financing of major development projects aimed at infrastructure and industry. Up to 1975, the government had encouraged foreign banks to open branches within the Kingdom and consequently ten international banks with 29 branches were present. However, with the Second Five-Year Plan, commencing in 1976, the government promoted a policy of converting foreign banks’ branches into publicly traded companies with participation of Saudi nationals.

This policy had a number of objectives. It served to encourage the participation of Saudi investors in an important and rapidly expanding sector. The incorporation and floatation of shares of these banks encouraged broad based public participation which also contributed greatly to the development of a stock market in the Kingdom. Also it promoted banking activities and the formation of banking habits among the population. By encouraging foreign banks to take large shareholdings in the newly incorporated banks and by offering them management contracts, the foreign partners’ position was strengthened as they could exercise significant management control while benefiting from national treatment accorded to banks fully owned by Saudis.

The new banking system-wide instruments and technologies:

During the 1980s Saudi authorities continued to introduce new instru- ments and systems to enhance and strengthen the Saudi financial markets. Significant changes were made to modernise the banking system. Specific highlights included the following:

• Introduction of the Government Development Bonds programme to provide an important investment instrument to banks and other

Investors in the Kingdom.

• Arrangement for repos of up to 250/0 of banks’ Saudi Government Bond holdings with SAMA.

• Introduction of a national Automated Teller Machine System which permitted customers access to their accounts from any machine.

• Introduction of debit, credit and charge cards.

• The linking of Saudi Arabia with the SWIFT payment network.

The Gulf War:

By beginning of the 1990s the Saudi banking system had largely recovered from the difficulties of the mid-80s. Banks had expanded their branch network, introduced stronger management methods and new technolo- gies, raised new capital, improved their profitability and set aside large provisions for doubtful accounts. They were healthy and profitable and the 1990s augured well. However, with the invasion of Kuwait by Iraq in August 1990, the Saudi banking system faced its biggest challenge. The Gulf crisis fully tested the strength of the banking system and SAMA’s capability as a central bank and banking supervisor. The crisis affected the monetary situation profoundly. Customer withdrawals of domestic deposits during August 1990 were 110/0 of total customer deposits. These were largely converted into foreign currency and transferred abroad. By September 1990 the pressure had eased and withdrawal slowed down to 1.10/0. SAMA had provided banks access to additional liquidity through more liberal repo arrangements, placing additional Saudi riyal and foreign currency deposits with them and by selling foreign currency in large volumes. Banks also coped well by liquidating their foreign assets.

The post-war expansion:

Following the resolution of the Gulf crisis there was a mini boom in the economy. During 1991 there was a massive surge in the deposits of the banking system of about 200/0. Banks’ domestic loans and advances grew 900/0 during the period 1990–95 and all other banking indicators such as return on equity and return on assets continued to be very positive with many banks making record profits during this period.

Strengthening the capital base of the banks:

The Saudi banks, under the guidance of SAMA, used the bullish sentiments in the stock market to raise substantial amounts of capital. As noted earlier, six of the twelve banks increased their capital during 1991–92. The trend to increase the banks’ capital base has continued during the second half of the 1990’s, and three Saudi banks have been to the market during the 1993-97 period. The objectives of the capital increase have been as follows:

• To strengthen the capital base of banks. This was to ensure that banks continue to meet the capital adequacy standards required by the Banking Control Law and the Risk Assets based Standard introduced by SAMA in 1992.

• To increase the deposit-raising potential of the banks.

• To broaden the base of shareholders. As more small investors enter the market, the floatation of bank shares provides an attractive opportunity for them to hold shares.

• To permit banks to use their additional capital to increase their provision for doubtful accounts and to ensure that they were all

provided against non-performing loans.

• To provide banks with more funds to invest in computers and information technology and development of new products and services.

1.2 Problem statement :

Job security is now an indispensable feature on the employee priority list particularly in times of economic crisis. Employees are likely to leave an organization when they experience job dissatisfaction, poor working conditions, lack of career opportunities and low remuneration (Dhanpat et al., 2018). The importance of job security stems from the fact that it is critical for influencing work-related outcomes. For instance, job security is an important determinant of employee health, the wellbeing of employee’s employee retention and, job satisfaction (Jandaghi et al., 2011). Thus, higher levels of job security cultivate employee loyalty which in turn leads to improved performance. It is, therefore, essential to study job security and how it impacts employee performance particularly in the banking sector.

However, the majority of previous studies have focused largely on overall job satisfaction and its association with organizational performance. Thus, there is a gap in the literature on how job security influences job performance, particularly in Saudi banks. Therefore, this research aims to fill this gap.

1.3 Research questions :

1.What is the level of job security at the selected banks of Tabuk city?

2.What factors influence job security at the selected banks of Tabuk city?

3. How does job security influence employees’ performance at the selected banks of Tabuk city?

1.4 Research hypothesizes :

1. Job security significantly impacts the performance of employees at the selected banks of Tabuk city

2. There are statistically significant differences among the study sample about job security in selected banks of Tabuk city , according to variables: age, years of experience, educational qualification.

1.5 Research Objectives:

1. To examine the differences among the study sample about job security at the selected banks of Tabuk city, according to variables: age, years of experience, educational qualification.

2.To assess the impact of job security on employees performance at the selected banks of Tabuk city.

Research significance :

The significance of this study relies on the importance of the issue of job security and its impact on the job performance of employees working at Saudi banks, therefore; this study has theoretical and practical significance:

1.6.1 Theoretical significance:

This study contributes to the emerging knowledge of job security through providing an empirical model that shows the importance of job security in organizations, particularly the banking sector. In addition, This study attempts to understand and empirically test the relationship between job security and employee performance.

1.6.2 Practical Significance;

This study sought to give practical recommendations to the managers of Saudi banks on how to ensure job security for their employees. Job security has a critical role to play in shaping the perceptions of the employees, and, in maintaining a positive working environment and morale even when times are tough. Also, this study may help the managers of Saudi banks on how job security enhance the performance of the employees

Research approach:

A research approach is a plan and procedure for the study. It is considered as a road map that the researcher takes in order to achieve the objectives of the study. This study mainly used the descriptive and analytical approach, which depends on the use of descriptive and analytical statistical methods. The descriptive method is defined as “a set of research procedures that are integrated to describe the phenomenon or topic depending on the collection of facts and data, classifying them, processing them and analyzing them sufficiently and accurately to extract their significance and reach results (Creswell, 2003). This study uses primary data to address the purpose and objectives of the study. This study adopted the survey method to collect primary data.

Definition of Terms:

Job security: Job security refers to an employee’s expectations about the stability and longevity of his or her job in an organization and is anchored on the assurance that an employee has about the continuity of gainful employment for his or her work life (Davy, Kinicki and Scheck, 1997).
Job insecurity Job insecurity is a potential threat to continuity in one’s current job. It has to do with the worry a person feels about the future of her or his employment situation. (Heaney, Israel and House, 1994).

Justification of the Study:

The choice of the topic was necessitated by the too many reforms In Saudi Arabia banking sector and the most recent cash crises which have seen the populace losing confidence in the banking sector. This has created justified anxiety and discomfort among employees due to the fear of losing their jobs. The study has chosen the Saudi Bank because it is among the commercial banks affected by the economic crises in Saudi Arabia .

There has been minimal research that has focussed on job security in Saudi Arabia banking sector. Researchers such as the one by Fallon and Lucas (1991), focused on job security as it pertains to legislations in Zimbabwe and India, while Kurebwa (2011) on organizational downsizing and its impact on leavers and survivors which was a case study of the RBZ

The study will therefore benefit the Saudi Bank by providing concrete evidence on the contributions made by job security to employee performance and also help retain ensure that talent does not leave to join other commercial banks that are purported to be offering higher levels of job security. The research will benefit the board of Human Resource Practitioners in Zimbabwe and abroad as a foundation for coming up with strategies to enhance job security in the banking sector.

The study will also be beneficial to the nation in that it will assist in coming up with valuable strategies to ensure job security and enhance employee performance which would translate to organizational and economic performance. This would be a milestone in dealing with the economic crises and also subsequently address the problem of brain-drain. The research will be beneficial to Midlands State University as it will generate further knowledge on job security and its role in enhancing employee performance and the study can always be referred to as a source of secondary data. The research will benefit me by allowing me to to pursue an in-depth study on job security and employee performance and contribute solutions to the challenges of job insecurity.

Research by Kurebwa (2011) which focused on organizational downsizing and its impact on leavers and survivors at the RBZ, did not pursue in detail the link between job security and employee performance. Hence if this study shows that job security leads to improved employee

performance it will be an extension to knowledge. On the other hand, if the research does not prove the assertion that job security has an effect on performance it will leave room for other researchers to carry on with research on other variables that elicit performance from employees.

The structure:

This thesis is divided into five (5) chapters and these include Chapter one which contains the study background, statement of the problem, objectives, research questions, research hypothesis, research approach, and definition of terms. Followed by Chapter two (2) which reviewed relevant literature. This chapter has subtopics which are the concept of job security, job security for permanent employees and for contractual employees, employee performance indicators, factors that influence performance, factors that influence employee mobility within the same sector and strategies to guarantee job security to employees. Chapter Three (3) delineates the research methodology which has the following aspects, research approach, research design, sampling, sources of data, data presentation and analysis reliability and validity, limitations, delimitations, ethical considerations. Followed by Chapter four (4) outlines the data collected, it also provides an analysis of the data. Chapter Five (5) provides a summary of the research, conclusions and recommendations based on the findings.

CHAPTER TWO

THEORETICAL FRAMEWORK AND PREVIOUS STUDIES

Introduction:

This chapter reviews relevant literature on the concept of job security, job security for permanent employees and for contractual employees, employee performance indicators, factors that influence performance, factors that influence employee mobility within the same sector and strategies to guarantee job security to employees.

concept of job security:

Adebayo and Lucky (2012) assert that job security is an expectation by employees that they can retain their jobs over a period of time. It means that an employee cannot be discharged from the job indiscriminately and has a guarantee about the continuity of the job. It is thus concerned with the possibility or probability of an employee keeping his/her job to prevent job loss. Some occupations and work activities have more job security than others, for example jobs which are not backed by an indeterminate contract cannot be guaranteed for a reasonable period. Hence they are deemed to lack job security.

Job security is basically an employee’s reassurance or confidence that they can retain their present job for a longer period or for as long as they so wish. It is the assurance by the company that their workforce will continue with them for a reasonable period of time without being terminated. Robbins (1998) cited by Chinyelu (2018), posits that job security is among the chief creators of job satisfaction and commitment to the company which consequently lead to the employee devoting more time and effort into their work. According to Victor Vroom (1964) expectancy theory, employees will put forth extra effort to accomplish organizational goals if they are offered rewards and benefits that are valuable to them. The theory links hard work and high performance with preferred rewards. It also contends that individuals have the capacity to make rational choices which aid them in decision making. Subsequently, they endeavor to achieve rewards such as job security which are valuable to them. Workers are prepared to own administrative goals and better their performance if the attainment of those goals adds value, directly or indirectly, to their personal goals. The expectancy theory postulates that individuals

join organizations with particular values and expectations. Among the expectations is the job security were the employee looks forward to the employer to provide employment for an indefinite period of time. If such an expectations is met, employees reciprocate by discretionary effort to attain organizational goals. Job security is therefore a key variable of employee satisfaction which denotes the general attitude of employees to their job (Chinyelu, 2018).

Legal factors such as the contract of employment, labour laws, collective bargaining agreement, and personal factors such as experience, academic qualifications, industry etc. play an imperative role in determining personal levels of job security. According to Adebayo and Lucky (2012), public sector jobs are has perceived to have high job security while private sector jobs are said to have lower job security. However employee job security is ultimately dependent on employability i.e. if the organization has a need for their particular skills or not. Although, legislation can offer some respite against job loss, they only offer minimal contribution to the job security of employees. Hence the fact remains that, the employer determines the skill set needed for organizational effectiveness. Employees who lack the prerequisite skills are susceptible to job insecurity

Employees desire job security and but what they are terrified of is job insecurity. Job insecurity is positioned amid employment and unemployment as it refers to the employed who feel threatened by unemployment (Hartley, Jacobson, Klandermans and van Vuuren, 1991). Job insecurity is looked at from two view point i.e. as a multi-dimensional concept or as a global concept. In terms of the former, Greenhalgh and Rosenblatt (1984) define job insecurity as a sense of helplessness to uphold desired continuity in a vulnerable job situation. In terms of the latter standpoint, job insecurity refers to the risk of job loss and job discontinuity. Hence, job insecurity is said to be an employee’s perceptions about any potential threats to continuity of the current job. It encompasses beliefs about losing prized job features such as pay and fringe benefits, promotional opportunities and status. They identify two central themes within job insecurity which are cognitive job insecurity, which speaks to the possibility of job loss and affective job insecurity, which speaks to the fear of job loss.

In the United States America it is reported that general job security subject to the macro- environment which is affected by the capitalist system which promotes free enterprise with marginal government intervention (Adebayo and Lucky, 2012). Hence job security in the U.S.A has the tendency to fluctuate in response to the performance of the economy. If the economy is performing at full capacity companies experience thriving sales, resulting in the creation of employment, and consequently results in a surge national job security. The reason being that during such a period, organizations tend to adopt cost leadership strategies to reduce operational costs by laying off workers and this consequently decrease job security for those who remain in the organizations. In European countries, e.g. Britain, job security is found to be extremely low because countless firms consider that it is cost-effective to replace permanent contracts with fixed term contracts, since contractual employees are only eligible to a legitimate minimum of one week’s redundancy pay per year of service and one and a half weeks for employees over 40. However, according to Adebayo and Lucky (2012), in some other European nations many employees are on indefinite contracts. Although they do not guarantee employment for life they make it very difficult for the employer to arbitrarily terminate contracts.

Chinyelu (2018) notes that a study by Klynveld Peat Marwick Goerdeler (KPMG) in 2010 on job security in the South African banking sector, indicated that more than 75% of respondents considered job security a crucial priority when looking for a job in an unstable economic environment. The result also indicated that 67% of the respondents were highly likely to opt for public or non-profit organization jobs, than private sector jobs due to the recession. For academic professions who desire greater job security, the study noted that job security helped them in work-life balance, and reduced levels of stress. In Nigeria, Akinyele (2007) in Adebayo and Lucky (2012) noted that job security was very low. Although, the issue has generated nationwide interest and concern, no solution has been proffered. For example, it was observed most of the employee were not guaranteed their jobs for the ensuing six months as an outcome of economic chaos which has led to the involuntary closure of many companies while those who remained in business were forced continuously to lay off workers daily. The constant re- capitalisation of banks only made the situation worse as employees had to live with the prospect of just waking up and finding themselves dismissed from their jobs without due diligence.

Globalization has led to momentous modifications in the organization and management of work. The banking sector exhibits numerous symptoms of this development, which are immense layoffs, acquisitions and mergers, digitalization and automation, contemporary forms of employment and business re-engineering ad restructuring which has seen the compressing of organograms. Generally the sector has witnessed an increase in competition due to the entrance of more private banks. Alabar (2012) asserts that these developments have led to high levels of job security leading to high levels of stress in bank employees.

In the past decade, information technology developments have had remarkable effects on banking sector. These technological advancements has left many employees feeling insecure about the future of their jobs. For example, Automated Teller Machines (ATMs) substituted over the counter withdrawal transactions while on the other hand electronic banking (e- banking) substituted over the counter deposit and transfer transactions, all of which used to be done manually by bank tellers (Taghavifard, Zahedi, and Torabi, 2010). These substitutions meant a diminished dependence of banks in traditional systems of operating which involved a large group of personnel. Hence in as much technology is credited for bank efficiency it has affected the job security of many employees within the sector. Banks now rely on the internet, telephone, ATMs and only critical personnel for their day to day operations.

A study by Agboola (2001), on the effects of technological innovation on the financial performance of commercial banks in Nigeria revealed that technological innovations such as those available in ATMs, mobile phone banking, e-banking and have taken place at an overwhelmingly fast pace in the international banking industry. A related phenomenon is the informalization of the economy that have seen substantial decline in the number of individuals who are bankable. Most of the individuals operating in the informal sector do not believe in the circulation of their hard-earned revenue in the formal system. These developments undoubtedly undermine employee job security as their skills set are becoming redundant.

Olanipekun, Brimah, and Ajagbe (2013) studied the effect of e-banking on performance of human resources and customer satisfaction. The result of the study was that the use electronic banking increased the efficiency of banking services but led to the conversion of contracts from permanent to fixed term. Adewoye (2013) studied the use of e-banking services among commercial banks. This study aim was to analyse the effect of e-banking using cell phone in commercial banks of Lagos. The results of the study confirmed the findings of Olanipekun et.al (2013) that e-banking improved bank efficiency but at the same time was a prominent basis for high levels of job insecurity.

Job security relates to the ability of employees to keep their job to avoid unemployment (Lucky et al., 2013). It is also seen as the ability to reduce the fear that employees have of being dismissed from their jobs. Job security is not only important to employees but is also important to employers, enabling them to keep their current employees and cut recruitment costs (Senol, 2011). Job security can be used to motivate employees to work towards organisational goals and ensure organisational success. The concept of job security refers to “having power and control in a job setting and a guarantee for job future” (Brockner et al., 1992, p. 413), whilst job insecurity relates to “an involuntary and fundamental fear of losing one’s job” (Cheng and Chan, 2008, p. 274).

Research indicates that job insecurity is not only strenuous financially but also threatens employees’ sense of identity (Kuhnert and Palmer, 1991). Trends have been identified, with regard to education levels whereby individuals who are highly educated are more likely to suffer from status inconsistency when job loss occurs. However, individuals with low education are affected negatively by job insecurity more than those who are educated, considering their poorer financial and social resources (Morrison, 2014; Sverke et al., 2002).

concept of Job Insecurity:

Scientific interest in the concept of job insecurity started with Greenhalgh and Rosenblatt’s (1984) authoritative article, ‘Job insecurity: Toward Conceptual Clarity’. Since then extensive research has documented the negative consequences of job insecurity on employees’ well-being and health (for an overview see De Witte, 1999; De Witte et al., 2015). The concept of job insecurity implies uncertainty about the future. It is therefore different from actual dismissal. Employees who are certain that they are going to lose their jobs can prepare for the future, while employees faced with job insecurity do not know what to expect. Thus, the concept of job insecurity has an underlying involuntary nature, producing a discrepancy between what employees wish for (i.e. certainty about the future of their employment) and what they get (i.e. uncertainty about their job future) (Sverke & Hellgren, 2002).

Job insecurity puts employees in a situation in which their job future and all financial resources connected to it are uncontrollable and unpredictable (De Witte, 1999). Dekker and Schaufeli (1995) conducted two surveys with job insecure employees. The second survey was administered two months after the first survey. During that time one group of employees had been dismissed, while the other was still insecure about their job future. Results showed that the well-being of the dismissed group increased, while the well- being of the insecure group remained low. The reason may be related to the dismissed group having regained control over their future by having certainty of status and being able to look for a new job.

The perception of job insecurity is subjective. Objectively the same situation can be interpreted differently by various employees (De Witte et al., 2012). However, employees’ subjective evaluation of their own chances of losing their jobs correlate well with the objective likelihood for job loss (e.g., De Witte, 2005). Low skilled workers, those with a temporary employment contract or employees in certain sectors facing a higher probability of being dismissed, perceive higher job insecurity, hence reflecting their objective situation. Thus, it seems that subjectively perceived job insecurity reflects the objective labour market situation. Furthermore, research across different European countries suggests that job insecurity as perceived by the employee reflects the national economic situation (De Weerdt, De Witte, Catellani, & Milesi, 2004).

There are different types of job insecurity. First, there is the cognitive probability for job loss, when employees think they will become unemployed (Borg, 1992). Second, there is the affective component of job insecurity, e.g. when employees feel scared to lose their jobs. Research found a strong correlation between both aspects of job insecurity and thus homogeneous scales containing items capturing both cognitive and affective components have been developed (e.g., Vander Elst, De Witte, & De Cuyper, 2014).

2.2.1.1 Qualitative and Quantitative Job Insecurity:

A further distinction of job insecurity is made between quantitative and qualitative job insecurity (Hellgren et al., 1999). Quantitative job insecurity refers to whether employees feel they will be able to keep their jobs or might become unemployed. In contrast, qualitative job insecurity is concerned with being insecure about valued job characteristics, e.g. wage, location of employment or working hours (De Witte et al., 2012). Qualitative job insecurity has been investigated less frequently than quantitative job insecurity (Hellgren et al., 1999). The question that has been evoked was which type of job insecurity is more problematic (De Witte et al., 2015).

The early researchers on job insecurity, Greenhalgh and Rosenblatt (1984), suggested that quantitative job insecurity would be more problematic, because the employee loses “more”: there is a risk of losing the entire job as compared to valued job aspects. More recently researchers (De Cuyper & De Witte, 2008) suggested that the key factor is the perception of psychological contract breach. The phenomenon of psychological contract breach refers to employees’ perception that employers should provide them with secure jobs in return for their loyalty and work efforts. If employers fail to provide security, the psychological contract has been “breached”. De Cuyper and De Witte (2008) suggest that both quantitative and qualitative job insecurity cause the perception of psychological contract breach and therefore both types have an equal influence relationship between job insecurity and well-being. Alternatively, the strength of the relationship could depend on the outcome type (Hellgren et al., 1999).

Research findings on the different influences of quantitative and qualitative job insecurity have been mixed (De Witte et al., 2015). Hellgren et al. (1999) found quantitative job insecurity to predict health and well-being, while qualitative job insecurity predicted job satisfaction and turnover intention. Roskies and Louis-Guerin (1990) found a stronger relationship for qualitative job insecurity and job satisfaction than for quantitative job insecurity and job satisfaction. To further investigate the difference between quantitative and qualitative job insecurity, Handaja and De Witte (2007) used a more differentiated measure and found results supporting Roskies and Louis-Guerin’s findings. Finally, researchers undertook a study to compare the two different types of job insecurity to a wide range of outcomes (De Witte et al., 2010). Results did not show clear differences between the influences of quantitative and qualitative job insecurity. The authors concluded that both types seem to be problematic for health and well-being. The present research aims to provide further evidence for De Witte et al’s (2010) findings by including both quantitative and qualitative job insecurity in the present study. In line with their findings, we expect to find both types of job insecurity to be problematic for the employee.

2.2.1.2 Cognitive and affective job insecurity:

Cognitive job insecurity is being aware of the likelihood of job loss while affective job insecurity is the emotive experience of being concerned about job loss (Huang et al., 2012). Employees who distinguish the possibility of losing their job may not be emotionally affected as there are resources that may assist in solving the issue of being unemployed. Job security describes an individual’s way of thinking and how an individual feels as both factors are more relevant when researching job insecurity of an employee’s well-being (Richter, 2011). Cognitive and affective job insecurity are associated but tend to differ in terms of their outcomes (Ito and Brotheridge, 2007). For example, in terms of the psychological contract, cognitive job insecurity refers to the cognitive evaluation of the organisation failing to fulfil its psychological promises to the employees whereas affective job insecurity refers to violation of the affective state (Morrison and Robison, 1997). Both cognitive and affective job insecurity can decrease if the organisation communicates.

information about any changes or crises taking place in the organisation (Huang et al., 2012). Cognitive skills are classified as coping mechanisms which are portrayed through emotional reactions shown within the employee’s job. Furthermore, cognitive skills enhance an employee’s ability to cope with job stress ( Jordan et al., 2002).

2.2.1.3 Consequences of job insecurity:

Job insecurity is commonly described as a work stressor in the literature (Ashford et al., 1989). Two major adverse impacts of job insecurity are usually distinguished: the influence of job insecurity on well-being and the impact of job insecurity on work attitudes and behaviour, including performance outcomes (Wong et al., 2005).

Sverke et al. (2002) and Cheng and Chan (2008) conducted meta-analyses on the influences of job insecurity. They consistently found a negative influence of job insecurity on job satisfaction, mental well-being and physical health.

Other studies linked job insecurity to anxiety (Burchell, 2009), irritation (Otto, Hoffmann-Biencourt, & Mohr, 2011), depressive symptoms, loneliness and hostility (Kalil, Ziol-Guest, Hawkley, & Cacioppo, 2010). Even after controlling for job satisfaction, job insecurity was still found to be negatively related to life satisfaction and feelings of happiness (De Witte, 2003). These research findings suggest that job insecurity does not only negatively affect individuals at work, but that it also translates into negative well-being in people’s private lives, e.g. job insecurity was associated with work-family conflicts (Richter, Näswall, & Sverke, 2010). Burnout due to job insecurity has even been found to transfer to the partner (Westman, Etzion, & Danon, 2001).

Research comparing job insecurity in 16 countries found a consistent negative relationship of job insecurity with somatic health (László et al., 2010). Furthermore, job insecurity has been associated with psychosomatic symptoms (Burchell, 2009), sleeping disorders (Virtanen, Kivimäki, Joensuu, Virtanen, Elovainio, & Vahtera, 2011), and even physiological variables like increased blood pressure (Kalil et al., 2010) and cholesterol (Muntaner, Nieto, Cooper, Meyer, Szklo, & Tyroler, 1998), an increased risk for heart disease (Siegrist, 1995) and non-fatal heart attacks (Lee, Colditz, Berkman, & Kawachi, 2004).

Furthermore, job insecurity has been linked to behavioural stress reactions, like the increased use of antidepressants (Rugulies, Thielen, Nygaard, & Diderichsen, 2010) and smoking (Mohren, Swaen, van Amelsvoort, Borm, & Galama, 2003). Job insecurity has been positively linked to absenteeism (De Witte et al., 2010). The increase in absenteeism during downsizing was due to increased job insecurity in response to restructuring processes (Kivimäki, Vahtera, Pentti, & Ferrie, 2000).

The effect of job insecurity on job performance is much less clear. Research has produced mixed results regarding the job insecurity-performance relationship (Brockner, Grover, Reed, & De Witte, 1992; Probst, Stewart, Gruys, & Tierney, 2007). The meta- analysis conducted by Sverke et al. (2002) did not find a significant relationship between job insecurity and performance, whereas Cheng and Chan (2008) found that employees perceiving job insecurity show lower levels of performance.

Some researchers suggest that job insecurity acts as a hindrance stressor (Cavanaugh, Boswell, Roehling, & Boudreau, 2000). In contrast to challenge stressors, hindrance stressors are perceived by employees as work stimuli out of their control. While challenge stressors like high workload can be motivational to job performance, if job insecurity is interpreted as a hindrance stressor, it can interfere with employees work achievements.

In another attempt to explain the job insecurity-performance relationship, Bultena (1998) proposed social exchange theory (Blau, 1964). In line with the concept of psychological contract breach (Schein, 1980), social exchange theory predicts that one party’s benefit obligates the other party to reciprocate. In terms of job insecurity research this means that when employees provide organizations with their work effort, they expect secure jobs in return. Still, research found equivocal results regarding the job insecurity-performance relationship (De Witte et al., 2015). Wong et al. (2003) suggested that employees make a calculated response to job insecurity based on their expected rewards for their behaviour. The researchers labelled their theory the “instrumental perspective”. According to this perspective, if rewards for maintaining good performance at work are large enough, employees will overcome their psychological drive to react negatively to job insecurity and continue to show work engagement and good performance. The authors suggest that social exchange theory and the instrumental perspective are not contradictory, but that it depends on the perceived rewards for the employee.

Similar to many other work-related stressors, job insecurity is accompanied by various negative consequences affecting both the individual and organisation. An employee’s perception of their job security is repeatedly linked to organisational commitment, job involvement, job performance and productivity (Dunlap, 1994). Job insecurity could be associated with decreased motivation, safety and compliance, leading to increased risks and accidents in the workplace (Greenhalgh and Rosenblatt, 1984). It is clear that job insecurity is associated with low levels of job attitudes and behaviour as well as high levels of depression, burnout and anxiety (Hartley et al., 1991). Being unable to predict or have knowledge of the future with regard to one’s current job can cause distress for the individual. Studies suggest that job insecurity is associated with various negative, health- related, attitudinal and behavioural outcomes (Ashford et al., 1989; Dekker and Schaufeli, 1995; Sverke and Hellgren, 2002).

job security for permanent employees and for contractual employees:

The past decades have seen the nature of work has undergo drastic changes as a result of increased global rivalry, progression of information technologies, and reengineering of business processes. Cascio (1995) cited in Kurebwa (2011) notes that in a constantly changing macro-environment rivalry, uncertainty and the increased need for flexibility, organizations have been forced to adopt reorganization strategies such as outsourcing, downsizing, and mergers in order to adapt to the prevailing situation. Kurebwa (2011) asserts that after going through the harsh economic climate of the global predicament, many firms have preferred to cut costs through workforce adjustments. To remain with fewer employees, downsizing, or ‘rightsizing’ as it is sometimes called, has been one of the most widespread strategies to reduce operational costs.

The economic downturn that has ravaged countries of the world has posed a great challenge to job security. Employers can no longer guarantee employees security of tenure. According to empirical, studies by Hill, (2011) conducted with regards to economic downturn, it has been proven that economic downturn brings about low performance and organizational downsizing; hence, leading to employees losing their jobs . The reason being that an economic crisis has strongly negative labor market effects. This indicates that employee’s job security maybe in jeopardy during this period.

Also to note, the new forms of employment that have materialised in contemporary times due to greater economic dynamism and flexibility have presented the employer with a great challenge when it comes to ensuring job security. Wandera (2011), postulates that globally there has been a predominantly major growth in the use of temporary employment contracts, which permit firms to use employees more flexibly unlike in the situation of orthodox open- ended contracts. Those remaining as permanent employees agonize over loss of control over their job situation and uncertainty triggered by the potential job loss lead to acute stress in the survivors. Their greatest fear is that they could wake up on temporary contracts too. This has amplified feelings of vulnerability in employees and has the ultimate consequence of decreasing involvement and identification with the organization. The ever increasing use of fixed-term contracts has therefore led to the breach of the psychological and reduced job security among those remaining on permanent contracts.

Universal competition and the need to be cost effective has resulted in firms resorting to precarious employment in order to remain practical. This has been necessitated by the macro- environment which has compelled organizations across the world, to identify the most suitable and flexible ways to treat diverse tactical and functional contingencies. The most direct effect of downsizing among other reorganization strategies, is a reduced workforce. Downsizing leaves the survivors exasperated, apprehensive, and with the “wait and see” attitude, a state also known as ‘survivor syndrome’. This syndrome is known to have effects such as sabotage and the creation of an unhealthy culture which have a negative effect on employee performance.

When an organization is unsuccessful in effectively addressing the ‘people factor’ during the downsizing process, there arises an undesirable problem of job insecurity. Isabella (1989) cited by Kurebwa (2011), acknowledged that after downsizing chief employee concerns mainly focused on career questions. From the study, it was noted most survivors of the downsizing process were not conversant or misinformed about the process. It was established that most survivors were not certain the key people leaving or changing positions and of their place in the resultant structures of the organisation. They were also unsure of their expected performance criteria, their value-addition and also the promotional opportunities available to them in the new structure. All these factors made them feel insecure about their jobs.

employee performance indicators:

Contemporary organizations are very concerned about the performance of their workforces. This is due to the fact that employee performance denotes organizational performance. Job security has been observed to have a substantial effect on the general performance of employees. There is the fundamental confirmation on the view that the more a worker enjoys high job security, the more they are credible to commendably execute their tasks. According to Lambert (1991) cited by Chinyelu (2018), job security is an extrinsic reward that has a positive link with employee commitment and performance. Hence job security is to a large extent a credible determinant of employee performance.

Strategic performance indicators are the financial and non-financial gauges that organizations use in order to appraise and support how successful they are, in relation to formerly established goals. Guest (1997) came up with a model that associates human resource management (HRM) practices to employee performance. He recognizes the role played by the external setting and strategy but proposes, that at its epicentre, HRM practices should be tailored to produce HRM results of enhanced employee performance. He asserts that improved employee performance would become apparent through the following indicators: positive/ high productivity, innovation, quality goods and services, decreased absenteeism and turnover rate. On the financial side improved performance is evident in high profits and a high return on investment.

In a service industry like the banking sector the key performance indicators are evidenced in client/customer relationship management. Applying the Guest Model to the banking industry would mean that improved employee performance will become apparent in increased productivity in terms of customer care. This encompasses quality service to clients, number of clients served per period, timeliness, effective communication, status of current customers i.e. fewer customer complaints and in some cases customer attrition and new customer acquisition. It is also indicated in limited absenteeism from work.

factors that influence performance:

Baldwin (2008) defines employee performance as manner of executing tasks effectively and efficiently by workers in order to realise organisational objectives. Mwita (2000) asserts that employee performance involves employees being evaluated on how well they do their specific jobs compared with a set standard determined by the employer. Hence employee performance is centred on the effective accomplishment of a task or work by employees, in accordance and adherence to organizational policies and procedures. In an organisation employee performance may to a large extent be a factor of employee perceptions i.e. be affected by employee preconceived ideas and notions.

As noted earlier job security is a subjective phenomenon that is to say it is based on employees’ perceptions and interpretations of the prevailing work setting. In accordance with the social exchange theory if employees perceive the prevailing work setting to be favourable or beneficial to them then their psychological state will be positive and if they perceive the prevailing work setting to be a threat to their jobs their psychological state will be negative. It follows that when employees enjoy increased feelings of job security it translates to improved performance, but in a situation where they live in constant fear of losing their jobs they reciprocate consciously or sub-consciously with lower performance levels. A positive perception would generally create organizational citizenship behaviours which involves the general ownership and acceptance of organizational goals. In such a scenario employees work enthusiastically with minimum supervision, putting discretionary effort in their work. On the other hand a negative perception would create counterproductive behaviours like sabotage, pilferage, absenteeism etc. Negative perceptions arise when employees feel that there has been a breach or violation to the psychological contract for example employees expect a guaranteed and continued employment and when the employer fails to provide this employer feel short- changed. Baron (1983), notes that there are many factors are available that change employees’ performance such as the reward policy, training and development opportunities, job design, management style and the work environment. And these are discussed in detail below:

2.5.1 Reward Policy:

A good reward policy has proved time and again to be one of the organizational policies that be adopted to improve the performance of employees. Both the financial and non-financial rewards availed by the employer to employees can have a remarkable effect on employee performance. Notably the highest level performance is achieved when workers feel their efforts are compensated and rewarded fully and to their expectations. According to (Lin) 2007 cited by Chinyelu (2018), rewards are amongst the significant elements that prompt employees to contribute their unsurpassed endeavours and efforts to generate innovative ideas that lead to enriched business and service delivery. A proficient system of rewarding employees can inspire them to work harder and thus boost productivity. A reward policy therefore goes a long way in enhancing employee performance.

Also, with the prevailing global economic climate, most organizations have come to the realisation that to be able to compete favourably, the performance of their employees has to be at its maximum. This means that employee goes a long way in determining the success of the organization and for this reason employers should strive to reward performance accordingly. Hence reward policies need to be adjusted to support the overall business strategy. Favourable and competitive rewards are a formidable strategy for talent management. They have proved to be a powerful tool in hedging against the loss of human capital by fostering a sense of job security to those deemed most valuable to the organization. Chinyelu (2018) further notes that Aktar, Sachu and Ali (2012) studied the effects of rewards on employee performance on 180 bank employees in Bangladesh and found out that rewards were a highly substantial factor which affects employee performance.

2.5.2 Training and development opportunities:

Training and development has been recognized to be a significant factor influencing employee performance, as it is directly associated to the worker. It seeks to produce knowledgeable workers who consider themselves to be substantial stakeholders in organizational success (Baron, 1983). A training and development programme which is precise in terms of purpose and time, ordinarily produces notable payoffs for companies such as an escalation in expertise, output, employee involvement and performance. According to Amin, Saeed, Lodhi, Mizna, Iqbal and e-Tehereen (2013), the macro and micro business environments are in a constant state of change and this calls for continual reviewing and upgrading of employee skills and abilities, so as improve their performance. This allows for employee growth and adaptability to the swiftly changing environment and consequently gives the organization a competitive edge. Organization should hence optimize employee potential by providing training and development programs which equip employees with the prerequisite skills, knowledge and abilities that improve employee performance

Amin et.al (2013) note that most organizations that are proactive and forecast tend to capitalize in building relevant skills in their workforce. This would then enable employees and the organization alike, to cope with unforeseen conditions and challenges they may encounter in future. Thus training and development improves employee performance through a higher level of motivation and commitment as the employees would view the initiative as binding the employment relationship. In a way it communicates to employees that the employer has an interest in them and is concerned about their future in the organization. Hence a systematic and well planned and executed training and development policy fosters a sense of job security in employees as it would imply that they are valuable and needed by the organisation. Employees in turn reciprocate by applying maximum efforts to realise organizational goals. Therefore training and development is imperative in creating a flexible workforce which is motivated and committed and exhibits high performance on the job.

2.5.3 Job design:

The very nature and characteristics of an employees’ particular job have an immense bearing on their level of motivation and consequently their level of performance. Well-designed jobs have a positive effect on employee performance i.e. they tend to motivate employees to apply maximum effort to their jobs, whereas poorly designed jobs have an undesirable effect on employee performance. Hackman and Oldham, (1980) illustrated a positive work design or structure in the form of five characteristics which are task significance, task identity, skill variety, autonomy and feedback. They noted that these five characteristics stimulated higher intrinsic psychological elements such and responsibility, meaningfulness and knowledge of results which served to improve motivation and performance. Employees who enjoy a direct knowledge of the results of their endeavours, who have a comprehensive understanding of their jobs and who enjoy a sense of responsibility for what they do, tend to have higher levels of job satisfaction and this will improve their performance.

2.5.4 Leadership style:

For any organization to be able to realize its set objectives and goals there must be a mutual relationship between the employer and the employees. Generally for efficiency to be realised in a company there should be supreme employee performance. The realisation and fostering of such supreme performance is greatly dependent on the leadership style (Baron, 1983). Leaders are responsible for motivating the workforce to perform, through the use of different initiatives. Hence worker performance is as a result of the leadership style that is active within the organization. An effective leader does not any one of the style exclusively. A leader may use for example an autocratic style when it is required to serve a particular purpose and the democratic style when necessary etc. All the- style are meant to develop the talent of the employees and to foster peak performance.

Ojokuku, Adebayo and Sujiyibge (2012), conducted a research on the effects of leadership style on performance. Their study established that transformational and democratic styles of leadership have affirmative effects on employees and subsequently employee performance. They highly recommended these leadership styles to banks especially in this dynamic environment. They suggested that the leadership behaviour and attitudes of the top executive management and the whole management team should be employee driven and concerned. This is because such styles foster a respectable relationship between employers and employees which ensures that employees do not live in constant fear of crossing the mangers path and being fired. Excessive use of the autocratic style would threaten the security of employees in any organization.

2.5.5 Work environment:

Heath (2006) notes that the motivation levels and performance levels of employees are directly affected employees’ workplace environment. The work environment which includes several other factors impacts on the way the employees perform in their jobs. The prevailing workplace environment prevailing in any organisation can affect employee performance either positively or negatively. A conducive and all comprehensive workplace environment will undoubtedly boost the employees’ performance ensure that employees thrive and enjoy being at work. Hence a comfortable and all inclusive workplace environment it goes can go a long way in reducing absenteeism. Farh, Seo and Tesluk (2012), note that employees tend to motivated when they perceive their immediate workplace environment to be in fit with their expectations.

Employees in numerous organizations are facing difficulties associated with the workplace environmental. Chandrasekar, (2011) argues that employee disengagement is on the rise hence the need to ensure that workplaces positively influence workforce towards improved engagement. Employees’ wellbeing on the job, is a factor of workplace settings and has been recognized as a vital factor for evaluating their efficiency. According to Herzberg Two Factor Theory (Herzberg, 1986), there are certain characteristics of the work environment that should be improved to motivate employees to perform better.

factors that influence employee mobility within the same sector:

Linhartova and Urbancova (2012) define employee mobility or inter-company mobility as the shifting /movement of workers between the organisation in the same sector or across different sectors. Hackman and Oldham (1980) describe the grounds of employee mobility as conflict with internal motivation. In most cases an employee’s frustrated prospects/expectations in the area of self-advancements translates into t growth needs. Should these be inadequately fulfilled as well, an employee is demoralized and leaves his/her job (unless conditions can be changed).

A study carried out by Hackman and Oldham (1980) that focused on employees of educational institutions and scientists came up six major factors as determinants of employee mobility have These factors consist of the level of reward and benefits, promotional opportunities, significance of work, leadership style, interpersonal relationships and the work environment. The factors as can be noted are the same as those that affect employee performance. For example, the leadership style can make employees always feel threatened about the future of their jobs hence performance will suffer and if opportunity presents itself the employee will move to another organization in the same sector. Pass (2005), provide the 3R system (Recognition, Respect, Relationships) as the chief causes for employee satisfaction which reduces turnover. Katcher and Synder (2007) add organizational culture and security of the job as other factors that influence employee mobility.

Kocianová, (2010), notes that employee mobility is caused by extreme case of discontent and demotivation of the workforce. If the rudimentary working conditions anticipated by an employee are not met, the employee becomes discouraged. This means that the innate motivational energy inherent in employees remains untapped and the hence an employee can decide to move to another organization where they feel they can live out their maximum potential. Stýblo, (1993) notes that this has both positive and negative effects on organizations. The negative effects encompass, failure to utilise acquired credentials or job experience of the exiting worker, breeding of an unhealthy culture and perceptions in the organization, employee disengagement and low morale. All of which consequently results in low performance levels for the residual workforce. On the contrary, some of the positive effects include the generation of new ideas, brought-in by new employees thus avoiding stagnation. Employee mobility also helps in identifying training gaps and in the recruitment of appropriate workers i.e. with relevant knowledge and experience. It is also crucial to human resources planning and development and provides a justification for succession planning.

Hackman and Oldham (1980) view employee mobility as one of the chief complications that organisations have to deal with. This is predominantly in the cases of superior quality workers who have been with the company for a considerable length of time or competent and devoted employees with vital organizational knowledge, who decide to leave the organisation to join rivalry organisation within the same sector. However, employee mobility may also present a benefit to the organization in situations where less productive employees are replaced by efficient employees. A certain level of employee mobility may lower personnel overheads for the organisation. For employers it is imperative to ascertain how many, when and why employees are leaving the organisation and also the overall effect this has. If job security is found to be among the push or pull factors influencing mobility organizations are encouraged to adopt strategies to enhance it within the organization so that talent does not slip through the cracks.

strategies to guarantee job security to employees:

Job security is among the most prominent ways of motivating employees particularly in times of economic depression. Beliefs and expectations by employees that their job are not at risk or that they will be employed in their currents organizations for as long as they desire is a noteworthy inspiration for performance (Hill, 2011). Job security therefore based on the perception of employees of being gainfully employed and the guarantee of the continued existence of that job, couple by the absence of threatening elements. It plays a crucial role in both social and career life for the reason that it helps workers not to fret over their future jobs, thus contribute to upholding labour harmony, and boost productivity and personal advancement. Thus apart from employee performance job security has a role in protecting social equilibrium and values.

According to De Witte (1999) cited by Kurebwa (2011), in most circumstances, employees may anticipate long term employment and in time are inclined to regarding it as a fundamental obligation of the employer. Workforces that enjoy a high level of job security feel more assured about the permanency of their employment and regard their future to be more predictable and manageable. Employers who fail to guarantee job security in their employees cause them to lose confidence in their future which subsequently affects their performance. The more employees enjoys a sense job security the more likely they are to successfully perform tasks and this translates to the overall performance of the organization. On the other hand, when job security is perceived negatively, works cannot be expected to transfer their knowledge, skills and experience into their work effectively and wholeheartedly. For this reason, organizations should deliver enduring job security to their employees and implement management policies which offer assurance to employees in order to motivate them.

The social exchange theory proposes that social relationships are shaped by a subjective cost- benefit analysis and the comparison of options (Blau, 1964). The exchange comprises the voluntary actions of individuals, which are inspired by the benefits they are likely to bring. Based on this theory employees are prepared to go the extra-mile, work hard and improve their performance if the employer can guarantee or offer them secure jobs. Where job security is a motivator, job insecurity is a deterrent that inhibits an employee’s work achievement. Once employees stress about their employment, they are under pressure and may decide to pull out from the distressing situation, by lowering their performance levels.

Previous studies have concurred on the positive relationship between job security and employee performance (Cheng and Chan, 2008).Employees were found to perform poorly when jon insecurity was high, and to improve their performance when job security was high. King (2000) found that white-collar employees who felt insecure about their jobs lacked inspirationa to act on behalf of the organisation. Sokoro (2012) undertook a study on the factors that influence employee performance in Kenya Wildlife Service and found out that organizational factors such as the organizational structure, work environment, non-material incentives like job security, and individual factors such as knowledge, skills, attitude and rewards influence employee performance.

A study carried out by Ma, Liu, Liu, and Wangin (2016) on the mediating role of organisational identification on job security and work performance in Chinese employees, exhibited that grounded on the social identity perspective, employees were willing to put extra effort if they were given perquisites that helped them identify with the organization. According to Mael and Ashforth (1992), organisational identification is a precise form of shared identification where employees express themselves in accordance with their membership in a stipulated organization. This perspective specifies that organisational identification contributes to employees’ self-enhancement and self-continuity, by lessening feelings of uncertainty. Secure employees are eager to use organisational membership to define themselves and are willing to excel on behalf of the organisation.

Job security is openly associated to development of affiliation in the workplace whereas job insecurity threatens this affiliation. Employees with enjoying job security will perceive that the organisation considers their career development and view the organisation as an accountable and beneficial entity. Furthermore, job security communicates to employees that their individual and group contributions are valuable to the organisation. Such appreciation will therefore stimulate employees to apply discretionary effort to their work. Consequently low job security levels communicates that the organization is capitalistic, placing little or no value in its employees.

Reisel, Probst, Chia, Maloles and Konig (2010) further assert that the social identity perceptive point outs that employees who identify themselves with the organization are motivated to expedite that organizations sustainability, for organizational success is to some extent, synonymous to employee success. They contend that when employees assimilate self-concept with the organization, they may meet the requirements of the organisation and advance its objectives i.e. they become overlapping mental units. Employee opinion of job security is imperative in developing and sustaining a fulfilling and progressive social identity. Employees with high levels of job security view their organisation to having a high social responsibility and reciprocate with improved performance. They are bound to have a concern for the organisation’s wellbeing and thus they channel their energies to further organizational interests and excelling on behalf of the organization. When employees exhibit such organizational citizenship behaviours performance will improve and the opposite is equally true that, when employees perceive that the organization does not care about their tomorrow their performance is affected.

Research by Khan, Furooq and Khan (2010) on the effects of motivation on employee performance in Pakistanian commercial banks revealed that, management can employ diverse approaches and procedures to motivate optimal employee performance. Bank workers were found to be inspired by superior financial and non-financial rewards give out their best performance. In addition to these they were also found to value a sense of security in their jobs so that they can continue to enjoy the rewards. Another study by Muda, Rafiki and Harap (2014) on factors that affect employee performance in Islamic banks identified job stress, motivation and communication as the major factors. On motivation they proposed that the strongest motivator, is something that is valued but lacked by employees. It was ascertained that when employees lack to job security their performance was negatively affected. Chinyelu (2018) notes that Kulkarni (1983) compared the significance of extrinsic factors to motivation. The findings revealed job security is among the most imperative extrinsic motivational factors.

Summary TO Chapter:

The Theoretical framework makes it clear that job security is one of the most significant variables of employee satisfaction which expresses the general attitude of the employee to his or her job. In the contemporary world characterised by downsizing, restructuring, mergers and new form of employment, job security or the lack of it, has become a critical concern for modern employees. As such it has become a determinant of employee performance as employees are willing to invest extra effort where they have security of tenure. An employee would be more committed to his/her job and the organization, if he or she feels secure. As depicted by the social exchange theory employees are willing to work hard and improve their performance to reward employers for their kindness of offering them secure jobs. It is clear that job security is critical to aspects of employee performance such as motivation levels, productivity levels, absenteeism, turnover, innovation and creativity. Job security concerns are also a reason for employee mobility within the same sector. Hence job security is an important factor to employee performance. Employee’s belief that they will not lose their job or they will be employed in the same organization as long as they want is a significant reason for performance. Job security is one of the creators of job satisfaction and commitment to the company which may result in the worker investing more time and effort into their companies. On the other hand, when job security is perceived negatively, employees cannot be expected to transfer their knowledge and experience into their work.

Previous studies:

A researcher should be knowledgeable about what has done before and materialized in the area of his study. A literature review is the systematic collection and synthesis of scholarly work that surrounds a given topic. A literature review is significant because it provides a background for the study, contributes in identifying gaps in the literature, and provides readers with a comprehensive review of information pertinent to the study under investigation. The basic objective of this chapter is to examine the theoretical and empirical literature which are relating to the topic of this study.

Study of ( Khan et al., 2015) The main purpose of this study was to monitor the role of job satisfaction and security and work motivation on employee performance in the public and private sectors banks of Pakistan. The survey is conducted on employees of Public Sector Bank and Private Sector Bank of Pakistan. The target audience was managers, officers, and clerks. Two hundred employees of selected Banks located at a different place in Pakistan have approached to monitor their views on job satisfaction, security and their work performance. The results determine that significant differences exist between employees of Public Sector and Private Sector Banks regarding various aspects of job satisfaction, pay and fringe benefits, supervision, training, and development.
Study of (Jandaghi et al., 2011) The aim of this study is to explore the impact of job security on employees’ commitment and job satisfaction in Qom municipalities. This research is conducted as a descriptive and field study. Its population consists of employees (N = 158). To collect data, two Wysocki and Kromm job satisfaction and Mowday, Steers and Porter organizational commitment questionnaires were utilized. Research findings show that there is a significant difference between hired/contractual employees and organizational commitment. In the meantime, there is a difference between employees’ job satisfaction but it is not significant. There is also a positive and direct significant correlation between job satisfaction and organizational commitment. Multivariable regression test shows that wage satisfaction and colleagues’ satisfaction have the highest impact on organizational commitment.
study of (Jeon,2009) This study investigated the impact of organizational justice and job security on organizational commitment through the mediating effect of trust in top management. The sample consisted of 337 Korean employees who were drawn from six Korean firms. The results suggest that both organizational justice and long term job security affected trust in top management and organizational commitment significantly. All hypotheses were supported; however, the mediating effect via trust in top management was not strong enough to link two predictors with organizational commitment.
Study of (Atiku et al., 2009) The purpose of this study is to determine the effects of electronic banking on employees’ job security in the Nigerian banking sector. They used survey design in out the study. Four hundred respondents from Guaranty Trust Bank, Equatorial Trust Bank, Eco Bank and Skye Bank were sampled. The result shows that adoption of e-banking directly leads to loss of jobs and early retirement of employees in Nigerian banking sector. Also, adoption of automated teller machine and other e -payment systems also affect job stability and employment of teller officers in the Nigerian banking sector.
Study of (Daud et al., 2017) The objectives of this study is to look at the relationship between job security and well-being of workers. This study was carried out in several banks and factories in the district of Batu Pahat and Kluang involving 600 workers which made up of 200 bank employees, electronic factory workers and textile factory workers each. The Pearson correlation analysis showed that there is a significant relationship between job security and well-being of employees. This relationship means that when employees feel their work is guaranteed and they feel safe, this will affect the improvement of the well-being of employees.
Study of (Chib, 2019) The study aimed to discover the impact of job security on organizational commitment and perceived stress. The study also assessed the relationship between organizational commitment and perceived stress amongst government (n=50) and private employees (n=50) in India. The results revealed a significant negative correlation between organisational commitment and perceived stress. A significant difference was found between organisational commitment and perceived stress amongst the government sector and private sector employees.
Study of (Taamneh and Gharaibeh, 2014) This study aimed to identify the impact of job security elements on the work alienation at private universities in Jordan A questionnaire has been developed to identify the collection of data from a sample study consisted of 209 employees in the private universities. Results showed that there is a significant impact of job security elements as a whole on the feeling of work alienation. In addition this study showed that there is no impact of demographic variables on the feeling of work alienation. At the end researchers recommended that private university is recommended to update policies and procedures continuously to enhance job security and decrease the feeling of work alienation.
Study of (Kutesera, 2018) the purpose of the study was to assess the effects of job security on employee performance at First Banking Corporation Limited (FBC Bank Ltd). he researcher applied qualitative research methodology and a case study approach was adopted. The population for the study was 390. The sample size was 40 respondents who were selected using the purposive and convenience sampling techniques. The sample was made up of 5 managerial and 35 non-managerial staff Job security was found to be the prominent factor affecting employee performance at FBC Bank Ltd, as employees were demotivated by low levels of security which they felt was a breach to the psychological contract. Research findings also showed that low levels of job security were also a reason for employee mobility within the banking sector. The study found out that the performance of the Zimbabwean economy posed the greatest challenge to ensuring job security in FBC Bank Ltd.
Study of (Dhanpat et al., 2018) The purpose of this study is to investigate the relationship between employee retention and job security and the impact of retention factors on the job security of nurses in public hospitals in South Africa. The study is quantitative in nature, adopts a cross-sectional approach and is set within a positivist research paradigm. Questionnaires were distributed to three public hospitals in Johannesburg and 202 responses were received. The study established that there is a relationship between retention factors and job security. The study further identified retention factors as predictors of job security and noted that training and development was the strongest predictor of job security amongst nurses.
Study of (Wilson et al. , 2020) the purpose of the study was to determine whether job insecurity due to COVID-19 and financial concern were associated with worse mental health during the COVID-19 pandemic. Participants (N = 474 employed U.S. individuals) completed an online survey. The results showed that greater job insecurity due to COVID-19 was related to greater depressive symptoms. Further, greater job insecurity was indirectly related to greater anxiety symptoms due to greater financial concern.

CHAPTER THREE

RESEARCH METHODOLOGY

3.1 Introduction:

The chapter discusses the research methodology used in the study. Basically, the research methodology refers to a procedure that follows a precise order used to realize the objectives of the research. It includes a description of the research approach and research design. It discusses the purposive technique and the convenience sampling techniques which were used to select the sample to gather primary data for the research. The sources of data were also discussed. The data collection instruments.

Study instrument:

This study used a questionnaire as a tool to collect the required data .The questionnaire is an appropriate tool to obtain information, data and facts related to a specific reality (Kumar,2011). The questionnaire was developed based on an extensive review of the literature related to the topic of the study.

Basically, the questionnaire consists of two parts. The first part collects the demographic data of the study sample such as ( sex, age, years of experience, academic qualification). The second part includes questions are designed to measure the variables of the study by using a comparative five-point Likert-type scale ranging from (1-5) in which, (5 = strongly agree, 4= agree, 3= neutral, 2= disagree, and 1 = strongly disagree).

Research population and sampling :

Babbie (2007) defines a population as the object for study which consists of events, individuals, groups of people, institutions, to which we want to generalize the findings. The study took take place on the banks of Tabuk city (Al Ahly bank, Al Rajhi Bank, Al Bilad Bank, Alinma Bank, Aljazira Bank, and Sabb Bank). Thus, the study population for this research includes all managerial and non-managerial employees at the banks of Tabuk city.

Sampling is the process of selecting units from a population of interest, so that they can be representative of the entire population. This means that the researcher may fairly generalize results obtained from studying the sample, back to the population from which they were chosen (Denzin, and Lincoln, 1994). and In this study, it will be therefore possible to use sampling techniques to select a random sample of about 40 employees from an aggregate population and take the results to be the overall picture/situation in the selected banks of Tabuk city.

Data analysis procedure:

Data analysis was conducted to address the research questions, objectives, and hypotheses. Data analysis was done by using the Statistical Package for Social Science (SPSS) version 23. The researcher used some statistical indicators (descriptive and analytical), including:

1.Descriptive statistics such as the frequency and percentage, mean, standard deviation, will be used to provided data summarization of demographic characteristics of respondents.

Pearson correlation coefficient was used to describe the correlations among the variables.
Cronbach’s Alpha was used to examine the reliability of the scale items.
One-way ANOVA analysis to find out the significant differences in the dimensions of job security according to personal data.
Simple linear regression to measure the effect of independent variables on the dependent variable.

CHAPTER FOUR

DATA ANALYSIS AND INTERPRETATION OF THE RESULTS

4.1 Reliability of the scale:

To check the reliability of the scale, the Cronbach alpha test was performed, the value of the Cronbach alpha coefficient was 0.909, which is greater than 0.7, indicating that the scale is high stability, as it seen in the table (1).

Table (1) Reliability Statistics
Cronbach’s Alpha	N of Items
.909	35

The validity of the scale:

The validity of the scale was measured through the validity of the internal consistency, the results indicate in Table (2) that there is a significant correlation between each statement of the scale with the overall degree of the scale, this means that the scale has a high degree of internal consistency.

Table (2) correlation between each statement of the scale with the overall degree of the scale

statement	Correlate
There is a relationship between the university degree and the salary of the employee in the institution	.392^*
There is a positive relationship between the effort made and the salary of the employee in the institution	.464^**
I feel job safe in my institution	.609^**
I feel that there is an ambiguity about my future career	-.047-
I am being threatened and intimidated by my direct manager	-.021-
The institution provides incentives for employees to continue achieving	.161
The institution provides the information an employee needs	.769^**
The Institution encourages discussion, acceptance of difference of opinion, and the taking of opinions that serve the business	.779^**
I feel the mutual understanding and positive interaction between me and my friends	.588^**
The Institution encourage teamwork	.458^*
The institution distinguishes between employees and differentiates them by dealing for personal reasons	.130
The Institution encourages the establishment of social committees that allow employees to meet and socialize outside working hours	.698^**
Life stress affects my personal life	.171
When I am going through difficult financial conditions, the institution allows me to borrow and facilitates the procedures for that	.439^*
The Institution management encourages me to develop myself by enrolling in work-related training courses	.779^**
My friends and managers treat me with respect and I feel affection and mutual respect between me and them	.543^**
The Director of the Institution provides support and raises my spirits for more work and achievement	.567^**
If I mistake in any task during my work I find a positive direction of the Director of the Institution without rebuke Mordant	.705^**
My director at work delegates his powers and doesn’t grab decisions	.573^**
The Institution provides us with the latest technological systems in the field of work	.627^**
The employee’s evaluation in the institution is done through approved forms and recognized performance standards	.605^**
My director at work hears my suggestions for developing the business and takes them up	.744^**
The Corporation’s policy in dealing with employees is clear	.770^**
I agree and respect the policy of the institution	.664^**
During the current year, I did not think to leave the institution	.555^**
I have the desire to double my efforts by working to improve the production of the institution and increase its effectiveness	.505^**
I feel belonging to the institution I work and I do not like to hear negative opinions from customers about the performance of the institution	.562^**
The institution dismisses the employee who makes mistakes and does not allow him to correct his mistakes	.638^**
The institution transfers the employee who repeated his mistake to another place or department and does not dismiss him from his job	.766^**
The Institution offers financial incentives or fixed amounts for those who marry or have children	.554^**
The Institution offers rewards for those who provide ideas for business development	.673^**
It is very important for me to see the institution evolve and surpass other financial institutions	.308
I feel that if I leave the institution, my life will change negatively	.603^**
When my co-worker makes mistakes, I hasten to help him overcome it	.448^*
I don’t have the idea of unfair dismissal because I am confident that my institution does not abandon its employees easily	.575^**

Demographic variables:

Age

Table (3) and Figure (1) show the distribution of the sample members according to age, 26.7% are in the age category from 26 to 34 years, 63.3% are in the age category from 35 to 42 years, 10.0% are in the age category more than 50 years.

Table (3) distribution of sample members according to age
		Frequency	Percent	Valid Percent	Cumulative Percent
Valid	from 26 to 34 years	8	26.7	26.7	26.7
	from 35 to 42 years	19	63.3	63.3	90.0
	more than 50 years	3	10.0	10.0	100.0
	Total	30	100.0	100.0

Marital Status

Table (4) and Figure (2) show the distribution of the sample members according to Marital Status, the results indicated that 80% are married, and 20% are single.

Table (4) distribution of sample members according to Marital Status
		Frequency	Percent	Valid Percent	Cumulative Percent
Valid	married	24	80.0	80.0	80.0
	single	6	20.0	20.0	100.0
	Total	30	100.0	100.0

Years of Experience

Table (5) and Figure (3) show the distribution of the sample members according to Years of Experience, the results indicated that 6.7% have experience from one year to less than 5 years, 30% have experience From 5 years to less than 10 years, 20% have experience From 10 year to less than 15 years, and 43.3% have experience From 15 years and more.

Table (5) distribution of the sample members according to Years of Experience
		Frequency	Percent	Valid Percent	Cumulative Percent
Valid	From one year to less than 5 years	2	6.7	6.7	6.7
	From 5 years to less than 10 years	9	30.0	30.0	36.7
	From 10 years to less than 15 years	6	20.0	20.0	56.7
	15 years and more	13	43.3	43.3	100.0
	Total	30	100.0	100.0

Descriptive analysis of Job security in financial institutions

Descriptive statistics such as frequencies, mean, and standard division were used to interpret of the variables of interest. Table (6) represents the distribution of sample members about the terms of job security in financial institutions, the results show that 40% of respondents agree that there is a relationship between the university degree and the salary of the employee in the institution, with mean of 3.4333 degree. The results show that 66.7% of respondents agree that there is a positive relationship between the effort made and the salary of the employee in the institution, with mean of 3.6000 degree. The results show that 46.7% of respondents feel job safe in their institution, with mean of 3.5333 degree. The results show that 76.7% of respondents feel job safe in their institution, with mean of 4.0000 degree. The results show that 43.3% of respondents threatened and intimidated by their direct manager, with mean of 3.2667 degree. The results show that 90% of respondents agree that the institution provides incentives for employees to continue achieving, with mean of 4.4000 degree. The results show that 63.3% of respondents agree that The institution provides the information an employee needs, with mean of 3.8000 degree. The results show that 46.7% of respondents agree that The Institution encourages discussion, acceptance of difference of opinion, and the taking of opinions that serve the business, with mean of 3.4667 degree. The results show that 73.3% of respondents feel the mutual understanding and positive interaction between me and my friends, with mean of 3.8667 degree. The results show that 80% of respondents agree that the Institution encourage teamwork, with mean of 3.7667 degree. The results show that 40% of respondents agree that the institution distinguishes between employees and differentiates them by dealing for personal reasons, with mean of 3.1667 degree. The results show that 46.7% of respondents agree that the Institution encourages the establishment of social committees that allow employees to meet and socialize outside working hours, with mean of 3.4000 degree. The results show that 26.7% of respondents agree that Life stress affects my personal life, with mean of 4.0000 degree. The results show that 77.7% of respondents agree that when they are going through difficult financial conditions, the institution allows me to borrow and facilitates the procedures for that, with mean of 3.9333 degree. The results show that 40% of respondents agree that The Institution management encourages them to develop their selves by enrolling in work-related training courses, with mean of 3.4000 degree. The results show that 80% of respondents agree that their friends and managers treat them with respect and feel affection and mutual respect between each other, with mean of 3.9000 degree. The results show that 76.7% of respondents agree that The Director of the Institution provides support and raises their spirits for more work and achievement, with mean of 3.7000 degree. The results show that 43.3% of respondents agree that If they mistake in any task during their work they find a positive direction of the Director of the Institution without rebuke Mordant, with mean of 3.2000 degree. The results show that 63.3% of respondents agree that their director at work delegates his powers and doesn’t grab decisions, with mean of 3.7000 degree. The results show that 80% of respondents agree that the Institution provides them with the latest technological systems in the field of work, with mean of 4.0667 degree. The results show that 86.7% of respondents agree that the employee’s evaluation in the institution is done through approved forms and recognized performance standards, with mean of 3.9667 degree. The results show that 56.7% of respondents agree that the director at work hears suggestions for developing the business and takes them up, with mean of 3.5333 degree. The results show that 53.3% of respondents agree that The Corporation’s policy in dealing with employees is clear, with mean of 3.5667 degree. The results show that 86.7% of respondents agree and respect the policy of the institution, with mean of 3.9667 degree. The results show that 56.7% of respondents during the current year did not think to leave the institution, with mean of 3.3000 degree. The results show that 80% of respondents desire to double efforts by working to improve the production of the institution and increase its effectiveness, with mean of 3.8667 degree. The results show that 80% of respondents feel belonging to the institution, work, and do not like to hear negative opinions from customers about the performance of the institution, with mean of 3.8667 degree. The results show that 20% of respondents agree the institution dismisses the employee who makes mistakes and does not allow him to correct his mistakes, with mean of 2.6333 degree. The results show that 23.3% of respondents agree that the institution transfers the employee who repeated his mistake to another place or department and does not dismiss him from his job, with mean of 3.0667 degree. The results show that 46.7% of respondents agree that The Institution offers financial incentives or fixed amounts for those who marry or have children, with mean of 2.5333 degree. The results show that 46.7% of respondents agree that The Institution offers rewards for those who provide ideas for business development, with mean of 3.3000 degree. The results show that 83.3% of respondents agree that it is very important for them to see the institution evolve and surpass other financial institutions, with mean of 4.3000 degree. The results show that 30% of respondents feel that if they leave the institution, their life will change negatively, with mean of 2.6333 degree. The results show that 83.3% of respondents hasten to help co-worker to overcome mistakes, with mean of 4.2667 degree. The results show that 43.3% of respondents don’t have the idea of unfair dismissal because they are confident that their institution does not abandon its employees easily, with mean of 3.5333 degree.

Table (6) the distribution of sample members about the terms of job security in financial institutions:

statement	Agreement %					mean	St.D.
statement	Strongly disagree	disagree	Neutral	agree	Strongly agree	mean	St.D.
There is a relationship between the university degree and the salary of the employee in the institution		30.0	30.0	6.7	33.3	3.43	1.25
There is a positive relationship between the effort made and the salary of the employee in the institution		20.0	13.3	53.3	13.3	3.60	0.97
I feel job safe in my institution	3.3	3.3	46.7	30.0	16.7	3.53	0.94
I feel that there is an ambiguity about my future career		3.3	20.0	50.0	26.7	4.00	0.79
I am being threatened and intimidated by my direct manager	16.7	10.0	30.0	16.7	26.7	3.27	1.41
The institution provides incentives for employees to continue achieving			10.0	40.0	50.0	4.40	0.67
The institution provides the information an employee needs		3.3	33.3	43.3	20.0	3.80	0.81
The Institution encourages discussion, acceptance of difference of opinion, and the taking of opinions that serve the business		10.0	43.3	36.7	10.0	3.47	0.82
I feel the mutual understanding and positive interaction between me and my friends	3.3		23.3	53.3	20.0	3.87	0.86
The Institution encourage teamwork	3.3	13.3	3.3	63.3	16.7	3.77	1.01
The institution distinguishes between employees and differentiates them by dealing for personal reasons	13.3	30.0	16.7	6.7	33.3	3.17	1.51
The Institution encourages the establishment of social committees that allow employees to meet and socialize outside working hours		13.3	40.0	40.0	6.7	3.40	0.81
Life stress affects my personal life			26.7	46.7	26.7	4.00	0.74
When I am going through difficult financial conditions, the institution allows me to borrow and facilitates the procedures for that		20.0	3.3	40.0	36.7	3.93	1.11
The Institution management encourages me to develop myself by enrolling in work-related training courses	3.3	6.7	50.0	26.7	13.3	3.40	0.93
My friends and managers treat me with respect and I feel affection and mutual respect between me and them		20.0		50.0	30.0	3.90	1.06
The Director of the Institution provides support and raises my spirits for more work and achievement	3.3		30.0	56.7	10.0	3.70	0.79
If I mistake in any task during my work I find a positive direction of the Director of the Institution without rebuke Mordant	3.3	23.3	30.0	36.7	6.7	3.20	1.00
My director at work delegates his powers and doesn’t grab decisions			36.7	56.7	6.7	3.70	0.60
The Institution provides us with the latest technological systems in the field of work			20.0	53.3	26.7	4.07	0.69
The employee’s evaluation in the institution is done through approved forms and recognized performance standards		3.3	6.7	80.0	10.0	3.97	0.56
My director at work hears my suggestions for developing the business and takes them up		13.3	30.0	46.7	10.0	3.53	0.86
The Corporation’s policy in dealing with employees is clear		10.0	36.7	40.0	13.3	3.57	0.86
I agree and respect the policy of the institution		3.3	6.7	80.0	10.0	3.97	0.56
During the current year, I did not think to leave the institution	20.0	6.7	16.7	36.7	20.0	3.30	1.42
I have the desire to double my efforts by working to improve the production of the institution and increase its effectiveness		16.7	3.3	56.7	23.3	3.87	0.97
I feel belonging to the institution I work and I do not like to hear negative opinions from customers about the performance of the institution		16.7	3.3	56.7	23.3	3.87	0.97
The institution dismisses the employee who makes mistakes and does not allow him to correct his mistakes	6.7	50.0	23.3	13.3	6.7	2.63	1.03
The institution transfers the employee who repeated his mistake to another place or department and does not dismiss him from his job		23.3	53.3	16.7	6.7	3.07	0.83
The Institution offers financial incentives or fixed amounts for those who marry or have children	23.3	30.0	26.7	10.0	10	2.53	1.25
The Institution offers rewards for those who provide ideas for business development	3.3	6.7	53.3	30.0	6.7	3.30	0.84
It is very important for me to see the institution evolve and surpass other financial institutions			16.7	36.7	46.7	4.30	0.75
I feel that if I leave the institution, my life will change negatively	33.3	13.3	23.3	16.7	13.3	2.63	1.45
When my co-worker makes mistakes, I hasten to help him overcome it			16.7	40.0	43.3	4.27	0.74
I don’t have the idea of unfair dismissal because I am confident that my institution does not abandon its employees easily	3.3	6.7	46.7	20.0	23.3	3.53	1.04

And In order to identify the level of job security in financial institutions, the responses of the sample members were divided into three categories according to the theoretical range: low level, medium level, high level as in table (7). The results indicated that the level of job security in financial institutions is medium with 73.3% percentage.

Table (7) level of job security in financial institutions
	Frequency	Percent	Valid Percent	Cumulative Percent
low level (35 – 81 )	0	0	0	0
medium level (82 – 128 degree)	22	73.3	73.3	73.3
high level 129 and more	8	26.7	26.7	100.0
Total	30	100.0	100.0

The difference in job security in financial institutions according to Marital Status

The results presented in Table (8) indicate that the mean responses of married individuals from the sample about job security in financial institutions is 129.21 degree, and the mean responses of single individuals from the sample about job security in financial institutions is 112.83 degree, Which means that there is a difference between the average responses of the two groups.

Table (8) mean and Std. deviation of respondents about job security in financial institutions
	Marital Status	N	Mean	Std. Deviation	Std. Error Mean
job security in financial institutions	married	24	129.2083	17.29785	3.53091
job security in financial institutions	single	6	112.8333	2.04124	.83333

To test the significance of this difference, independent sample t-test has been performed for the difference between the mean of two independent groups as in table (9), the results indicated that T value was 2.285, that is significant at the level of 0.05, that means there is a significant difference job security in financial institutions according to Marital Status in favor of married individuals.

Table (9) Independent Samples Test
		Levene’s Test for Equality of Variances		t-test for Equality of Means
		F	Sig.	t	df	Sig. (2-tailed)	Mean Difference	Std. Error Difference	95% Confidence Interval of the Difference
									Lower	Upper
	Equal variances assumed	5.175	.031	2.285	28	.030	16.37500	7.16659	1.69490	31.05510
	Equal variances not assumed			4.514	25.273	.000	16.37500	3.62791	8.90726	23.84274

Difference in job security in financial institutions according to age category

In order to test the significant difference in job security in financial institutions according to age category, one way ANOVA test has been performed for the difference between the mean of age category groups as in table (10), the results indicated that F value was 0.274 with sig. 0.844, that mean F value is non-significant at the level of 0.05, that means there is no difference in job security in financial institutions according to age category.

Table (10) one way ANOVA for Difference in job security in financial institutions according to age category
	Sum of Squares	df	Mean Square	F	Sig.
Between Groups	250.709	3	83.570	.274	.844
Within Groups	7939.158	26	305.352
Total	8189.867	29

Difference in job security in financial institutions according to Years of Experience category

In order to test the significant difference of job security in financial institutions according to Years of Experience category, one way ANOVA test has been performed for the difference between the mean of Years of Experience category groups as in table (11), the results indicated that F value was 0.328 with sig. 0.723, that mean F value is non-significant at the level of 0.05, that means there is no difference in job security in financial institutions according to Years of Experience category.

Table (11) one way ANOVA for Difference in job security in financial institutions according to Years of Experience category
	Sum of Squares	df	Mean Square	F	Sig.
Between Groups	194.325	2	97.163	.328	.723
Within Groups	7995.542	27	296.131
Total	8189.867	29

CHAPTER FIVE

CONCLUSIONS AND RECOMMENDATIONS

Conclusions:

The purpose of the study was to assess the level of job security at the banks of Tabuk city and investigates its impact on employee performance .Based on the research findings, this study confirms that job security affects employee performance at the banks of Tabuk city. Moreover, low levels of job security leads to low/poor employee performance, while high levels of job security leads to improved or enhanced employee performance in line with opine of (Kutesera, 2018). The results revealed that 90% of respondents agree that the institution provides incentives for employees to continue achieving while 80% of respondents agree that their friends and managers treat them with respect and feel affection and mutual respect between each other and 86.7% of respondents agree that the employee’s evaluation in the institution is done through approved forms and recognized performance standards. This study found that the level of job security at the banks of Tabuk city is medium with a 73.3% percentage. Also, this study found that there is a significant difference in job security in financial institutions according to Marital Status in favor of married individuals. There is an insignificant difference in job security in financial institutions according to age category. There is an insignificant difference in job security in financial institutions according to the years of Experience category. Lastly, this study includes that job security is a key factor that impacts mobility within the banks of Tabuk city. Other factors such as remuneration, leadership style, and promotion opportunities were also indicated in line with suggestions of (Chinyelu, 2018).
Recommendations:

This study sought to prived practical recommendations to the banks of Tabuk city. First, the bank’s management should pay attention to shaping the perceptions of the employees and preserving a positive working environment and morale even when times are tough. Second, the bank’s management should improve the communication system. The information should be communicated openly, feedback should be sought from employees that may help employees feel secure and, in turn, improve their performance. Third, the Banks should emphasize employee empowerment and ensure employees feel in control and confident in their day-to-day work and that their contribution is valued.

The researcher recommends that future research may need to be carried out to investigate the impacts of technological innovations and the new forms of banking, on the job security of bank employees in at least four Suadi banks to ensure generalizability. Also, future research may explore this phenomenon in another seter.

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نص نثري بعنوان خابَ وخسِر بقلم براءة شاهر الطموني

قيثار لحمار

فوائد واستخدامات فول الصويا

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بحث جاهز عن مدرسة العلاقات الإنسانية

List of Content

Dedication…………………………………………………………………….….I Acknowledgement…………………………….….……………………………..II Abstract……………………………….……..……………………….………. III

List of Content………………………………………..………….……………..V

List of Figures……………………………………………….…………………VII

List of Tables……………………………………………….…………………VII

List of Abbreviations………………………………………….………………IX

CHAPTER ONE: INTRODUCTION……………………………… 1 – 21

Background to the Study ………………………………………..…..…. 1

Dynamics of the Banking Sector at International Level …….….…4

Dynamics of the Banking Sector at Regional Level ………….….. 7

Dynamics of the Saudi Banking Sector ……………………….….. 9

Early history of banking…………………………………….….. 9

Creation of the Saudi Arabian Monetary Agency ………….… 10

Introduction of paper money …………………………….…… 10

First banking problem and resolution ……. …………….……. 10

Introduction of the banking control law …………………….… 11

Banking and Finance …………………………………..…….. 11

Rapid growth and restructuring in the 19……………………… 13