Creating facades of conformity in the face of job insecurity: A study of consequences and conditions

This study investigates creating facades of conformity (i.e., suppressing personal values and pretending to embrace organizational values) as a coping strategy associated with perceived job insecurity in workplace. In two survey-based studies, we examined the conditions under which such a strategy is more likely, and the consequences of its use. The results show in Study 1 (N = 404) and in Study 2 (N = 622) that facades of conformity, although employed as an agentic response to protect one's status, is paradoxically associated with negative employee outcomes including increased intention to leave and reduced affective commitment. Furthermore, the results show that age attenuates the relationship between perceived job insecurity and facades of conformity, such that older workers are less likely than younger workers to engage in facades under higher job insecurity. Our research contributes to theory on job insecurity, authenticity, and lifespan development. Managerial implications are discussed.