In order to achieve organizational goals, companies need to recognize the existence of human capital and their contributions towards the set goals. However, in recent years of technological advancement, companies are now fostering the adoption of AI to replace human labor. This is due to its numerous benefits and opportunities to these companies while, on the other hand, raising concerns about job security and prospects among IT employees (Malik et al., 2021). Meanwhile, the impact of AI on IT employees, including occupational insecurity and its positive associations with turnover intentions and turn-away intentions, are explored in this paper.
Concerning occupation insecurity, AI technology can automate tedious operations, streamline procedures, and improve productivity within IT organizations. However, the relevance and durability of IT professionals’ roles may become dubious due to this advancement. Employees may experience occupation insecurity due to the worry that AI-powered systems may replace them, making them doubt the long-term viability of their careers. As a result of these capabilities of AI technology, IT employees’ turnover intentions have climbed the ladder within organizations. Factually, AI adoption has caused IT workers to believe that their jobs are at risk; hence, they may actively explore leaving the company in search of more secure or exciting possibilities.
In the context of occupation insecurity and employee turnover intentions, AI adoption can lead to job redefinition, including responsibilities leading to either collaborating with the AI system or adapting the newly defined roles. Henceforth, this change may raise worries about skill obsolescence and present difficulties in obtaining the skills required to maintain value in the firm. Additionally, as AI systems become more advanced, there is concern that traditional IT roles may become redundant or require major re-skilling (Nam, 2019). AI’s rapid development and rising capabilities raise doubt about the future necessity for specific IT professions.
In the context of turn-away intentions, where IT employees try to disassociate themselves from theirs, which attributes to decreased production and motivation, it is a result of AI systems causing occupational insecurity. IT professionals may often feel disconnected and disillusioned due to job insecurity. Employees may acquire turn-away intentions, characterized by a lack of commitment and diminished effort in their work, if they believe their job positions are insecure as a result of the application of AI. The effectiveness of the organization as a whole and productivity may suffer from this disengagement.
There is a strong connection between turn-away intentions and occupation insecurity resulting from AI technology adoption within firms. For instance, when a person is psychologically disengaged from work and organization, it may result from job instability. This disengagement results from the perception that the danger posed by AI makes their efforts pointless or undervalued. Moreover, employees’ incentive to put their time and effort into their existing positions may be lessened by a fear of being replaced by AI. Lack of perceived stability and prospects could prevent people from losing their intrinsic drive, impairing their commitment to their work. Finally, employees who experience job uncertainty may begin to doubt the importance and value of their contributions. Employee satisfaction levels may drop when they believe their jobs are precarious, increasing the likelihood that they will want to leave.
More importantly, the impact of AI on turnover intentions can be addressed by integrating various strategies such as transparency and clear communications, training and skill enhancement, and job redesign and collaborations. Turn-away intentions can be best addressed by adopting empowerment and autonomy, recognition and reward systems, and reducing ambiguity strategies.
In summary, maintaining a highly engaged and productive workforce requires addressing occupation insecurity and its effect on turnover and turn-away intentions among IT professionals. Meanwhile, organizations can harness the advantages of AI while maintaining the welfare and job happiness of their IT workers by adopting a proactive and inclusive approach.
References
Malik, N., Tripathi, S. N., Kar, A. K., & Gupta, S. (2021). Impact of artificial intelligence on employees working in industry 4.0 led organizations. International Journal of Manpower, 43(2), 334–354. http://dx.doi.org/10.1108/IJM-03-2021-0173
Nam, T. (2019). Technology usage, expected job sustainability, and perceived job insecurity. Technological Forecasting and Social Change, pp. 138, 155–165. https://doi.org/10.1016/j.techfore.2018.08.017
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