Job insecurity has become an increasingly prevalent concern in modern organizations due to economic uncertainty, technological change, and organizational restructuring. Persistent perceptions of job insecurity can lead to negative employee outcomes, including reduced job satisfaction, psychological distress, and decreased work performance. This study examines the buffering role of organizational commitment in mitigating the adverse effects of job insecurity on employee attitudes and behaviors. Drawing on social exchange theory and conservation of resources theory, the study proposes that employees with higher levels of organizational commitment are better equipped to cope with uncertainty regarding their job continuity.

Using a quantitative research design, data are collected from full-time employees across diverse organizational settings. Structural equation modeling is employed to test the hypothesized relationships between job insecurity, organizational commitment, and key work-related outcomes such as job satisfaction, work engagement, and turnover intention. The findings indicate that job insecurity is negatively associated with positive employee outcomes; however, organizational commitment significantly weakens these negative relationships. Employees who demonstrate strong affective and normative commitment are more resilient in the face of job insecurity, exhibiting lower turnover intention and higher levels of engagement compared to less committed employees.