THE ROLE OF GRIT AS A MODERATOR IN THE RELATIONSHIP BETWEEN JOB INSECURITY AND ORGANIZATIONAL COMMITMENT PERAN GRIT SEBAGAI MODERATOR DALAM HUBUNGAN ANTARA JOB INSECURITY DAN KOMITMEN ORGANISASI

Job insecurity has become a phenomenon that often occurs in pandemic situations. The purpose of this study is to examine the relationship between job insecurity and organizational commitment as a variable and at the level of dimension. In addition, this study explores the moderating role of grit on the relationship between job insecurity and organizational commitment, especially during the pandemic which has an impact on many cases of layoffs. Participants were 200 employees who were obtained online using the method of convenience sampling. This research is quantitative, using measuring tools, namely the Organizational Commitment Questionnaire, Job Insecurity Measurement, and The Grit Scale. The data processing method used is the hierarchical multiple regression test. The results showed that there was no significant relationship between job insecurity and overall organizational commitment, also at the level of dimension such as affective organizational commitment, continuance organizational commitment, and normative organizational commitment. In addition, there was no significant moderating role of grit in the relationship between organizational commitment and job insecurity. This indicates that someone who has high job insecurity does not necessarily have an impact on reduced commitment to the organization.


INTRODUCTION
The current pandemic has an impact on every aspect of life. The impact on the organization as well as the impact on the economic aspect is unavoidable. According to Sandi (2020), in the tourism sector, there are 698 hotels that have gone out of business, regional transportation operations have decreased by 10%, while the manufacturing sector has decreased by 50%. This makes businesses face financial difficulties or even deficits because their production is ineffective Insight: Jurnal Ilmiah Psikologi, e-ISSN: 2548-1800Vol. 23 No. 2, Agustus 2020, pp. 174 -185 p-ISSN: 1693-2552 Alice Salendu et.al ( The Role of Grit as a Moderator …) 175 and must be stopped. Even in the food and beverage industry sector in mid-2020 the condition is getting worse. In order to survive, every organization must do many things, as Wursanto (2003) stated that a balance between expenditure and revenue units must occur within an organization so that when a loss occurs in one unit, the loss must be covered by profits in other units.
Dynamic social and economic changes lead to increased business competition, flexible labor regulations, and encourage organizational changes such as downsizing, acquisitions, and mergers (Lazauskaite-Zabielske, et al., 2019). The sustainability of the organization in facing challenges is also very dependent on the role of its human resources (HR). HR can make an organization able to survive the challenges that exist or even make the organization crumble. In the current situation, organizational downsizing and layoffs have occurred a lot so that it can cause job insecurity for every individual in the organization. On the other hand, organizations currently need human resources who have reliable commitments to be able to run the organization as efficiently and effectively as possible. Mutualism relationship between the fulfillment of employee needs that encourage employees to work hard to achieve organizational goals. Employees who are affectively connected to their organizations will be willing to voluntarily participate in organizational activities, stay in the organization and realize organizational goals, and feel a sense of belonging to the organization (Rhoades, et al., 2001). In addition, when employees with high organizational commitment show behavior to stay as members of the organization, employees with low organizational commitment show withdrawal behavior (Colquitt, et al., 2012). Meyer and Allen (1991) defined organizational commitment as a mindset, or psychological state related to feelings or beliefs about an employee's relationship with the organization. This psychological state need not be limited to value and goal congruence but may also reflect a desire, need, or obligation to maintain membership in the organization. Meyer and Allen (1996) (Steers, 1977); structural characteristics such as breadth of control, size of organization, presence of trade unions, and centralization of authority (Allen & Meyer, 1990); organizational structure (Meyer & Allen, 1991); job security (Yousef, 1998). Meanwhile, internal factors that have a role in influencing one's organizational commitment include marital status (Mathieu & Zajac, 1990); job insecurity (De Cuyper, et al., 2009); need for achievement, age, education (Steers, 1977); work experience (Meyer & Allen, 1991); and grit (Widodo & Chandrawaty, 2020).
This study will further examine job insecurity as an internal factor of organizational commitment and organizational commitment. This is due to job insecurity that can be experienced by all employees, especially at this time with the pandemic situation that has an impact on the economic aspect which causes many companies to take efficiency measures and even go bankrupt.
This situation can create uncertainty and cause job insecurity for all employees. In Indonesia, the Ministry of Manpower recorded that there were 2311 workers affected by layoffs (PHK) as of April 1, 2002, and 9,183 workers were laid off due to the weakening economy. According to Aldin (2020) there were several public companies that were forced to lay off employees and lay off employees. as well as deducting employee salaries.
According to O'Neill and Seva (2013)  Furthermore, Hu and Zuo (2007) found that affective organizational commitment had no significant relationship with job insecurity, continuance organizational commitment had a weak relationship with job insecurity, and normative organizational commitment had a moderate relationship with job insecurity. However, Kalyal, et al (2010) found different results, namely affective organizational commitment and continuance commitment have a strong relationship with job insecurity, while organizational commitment normative has a weak relationship.
Based on the results of the previous discussion, it is likely that there are still differences in the results of previous studies which indicate the role of other factors that can affect the relationship between job insecurity and organizational commitment. In this study, grit will be appointed as a moderator in the relationship between job insecurity and organizational commitment. This is because in situations where employees have high job insecurity, employee 177 commitment to the organization will be low. However, with grit as a moderator in the relationship between job insecurity and organizational commitment, it is possible for employees to have high job insecurity but still display a commitment to a good organization. In addition, in the current pandemic situation, many companies are affected, so many are implementing employee efficiency and implementing work from home system that makes one's commitment to the organization very necessary in completing all work. The current situation further sharpens the urgency of conducting this research in looking at the relationship between organizational commitment, job insecurity and grit.
According to Duckworth et al (2007) grit is translated as perseverance and passion from within a person to achieve a long-term goal when there is uncertainty in an organization. In this study, grit has two dimensions, namely perseverance of effort, which is persistence to complete a goal, even when facing various obstacles or barriers, and consistency of interest, namely unanimity in commitment to one's interests that will lead to the achievement of goals. Research conducted by McGinley and Mattila (2019) studied personal factors such as grit to understand how people respond to levels of job insecurity to higher or lower levels. The results of research conducted by McGinley and Mattila (2019) stated that if job insecurity is low grit does not predict a person's level for turnover and intention to change careers, but when job insecurity is high grit can predict a person's level for turnover and intention to change career.
Based on the description above, the researcher is interested in examining the relationship between job insecurity and organizational commitment both as a variable and per component of organizational commitment (Hypothesis 1). In addition, researchers will look at the role of grit as a moderator between job insecurity and organizational commitment both as a whole and per component (Hypothesis 2). The study will be conducted towards permanent employees in the private sector in the area of Jakarta, Bogor, Depok, Tangerang, and Bekasi (Jabodetabek) whose company takes action to reduce the number of employees or have a policy of efficiency. The employees who become the respondents of this study must have work experience for at least one year.

METHODS
This research is a quantitative research with a correlational research design. This study uses three measuring instruments presented on a scale Likert four-point. The first measuring tool is the Organizational Commitment Questionnaire compiled by Allen and Meyer (1990)

RESULTS AND DISCUSSION
Based on the descriptive test, it showed that the study participants consisted of 99 males and 101 females. Thus, it can be concluded that most of the research participants were women (51%). In addition, referring to the age of the respondents, it is dominated by employees who are in the age range of less than 30 years (43%). Furthermore, 41 % of research respondents have worked at the company where they work until now for less than two years and 3-10 years (82 participants). In addition, the total length of work of participants was dominated by more than 10 years as many as 92 participants (46%). Then, the position level was dominated by staff as many as 80 participants (40%). Based on table 1, it can be concluded that the majority of research respondents are respondents who have high organizational commitment, job insecurity, and grit . Based on the correlation results, it is known that continuance and normative organizational commitment do not have a relationship with all research demographic factors. Overall organizational commitment has a linear relationship with age (r = 0.21, p < 0.05) and overall tenure (r = 0.14, p < 0.05). The older the employee and the longer the employee overall work experience, and the higher the organizational commitment. Meanwhile, affective organizational commitment has a significant relationship with age (r = 0.32, p < 0.05), position (r = 0.32, p < 0.05), years of service at the last job (r = 0.25, p < 0.05), and years of service. overall (r = 0.26, p < 0.05). However, no significant relationship was found between job insecurity and organizational commitment either as a variable or at the component level. organizational commitment and job insecurity shows a value of tolerance = 0.97 (> 0.10) and a VIF value = 1.03 (<10). In the multicollinearity test between organizational commitment and grit, value tolerance = 0.88 (> 0.10) and VIF value = 1.13 (<10). Thus, the research variables do not show multicollinearity. In the independent error test with the test Durbin-Watson, the coefficient value of 2.09 is obtained which is still in the range of more than one and less than three. This shows that the residuals are not correlated or independent in all research variables. Based on the linearity test, a significance value of obtained deviation from linearity > 0.05 was both between organizational commitment and job insecurity (0.76) and between organizational commitment and grit (0.37). Therefore, it is known that the dependent and independent variables have a significant linear relationship. Based on the results of research data processing, it is known that there is no significant correlation between job insecurity and organizational commitment so hypothesis 1 in this study is rejected. This can be caused by the current pandemic situation experienced by all companies that have an impact on all employees so that job insecurity does not only affect organizational commitment to employees. Even though the job insecurity is high, the employee's commitment to the organization is also high because there are no other alternatives, so they still have to show organizational commitment in order to be maintained by the organization. In addition, the characteristics of research respondents who are permanent employees can be a factor in the insignificant relationship between organizational commitment and job insecurity. In the research of De Cuyper and De Witte (2006) did not find a significant relationship between organizational commitment and job insecurity, but after including the variable type of employment contract found a significant relationship between organizational commitment and job insecurity. The results of research from Sari (2013) found similar results to this study, namely that it was known that there was no relationship between organizational commitment and job insecurity in respondents of employees outsourcing in State-Owned Enterprises (BUMN). Previous research also found that there was no significant relationship between affective organizational commitment, continuance organizational commitment and normative organizational commitment with job insecurity (Hu & Zuo, 2007;Ugboro, 2003). Thus, it can be interpreted that individuals who have high job insecurity are not always not committed to the company and vice versa. However, the results of this study is different from previous studies which showed that there was a significant relationship between job insecurity and organizational commitment (Bosman, et al., 2005;Cheng & Chan, 2008;Pangat, 2013;Sora, et al., 2010).
Grit only predicts affective organizational commitment (β = 0.30, t (192) = 4.29, p < 0.05) after controlling for demographic variables. Grit and age explained the significant variance proportion of affective organizational commitment by 30%, R 2 = 0.30, R 2 = 0.08, F (2.292) = 9.55, p < 0.05. This reflects that the higher the grit level and the older a person is, the higher the affective organizational commitment he has. This is in line with the findings of Nisar, Butt, Abid, Farooqi, and Qazi (2020) who found there was a moderate and positive relationship between affective organizational commitment and grit. The higher the grit level of an employee, the higher the employee's chance to stay in the organization and increase commitment at work (Nisar, et al, 2020).
Individuals with high grit put more effort and do not lose hope despite facing difficult problems (Duckworth, et al, 2007). Thus, affective commitment and loyalty to the organization are higher than employees with low grit (Nisar, et al, 2020).
In this study, the role of grit as moderating did not show significant results between job 183

CONCLUSION
Based on the results of the research analysis, it can be concluded that there is no significant relationship between job insecurity, overall organizational commitment, affective organizational commitment, continuance organizational commitment, and normative organizational commitment to permanent employees in Jabodetabek who are affected by downsizing due to the pandemic. In addition, the moderating role was not found on the relationship between job insecurity, overall organizational commitment, affective organizational commitment, continuance organizational commitment, and normative organizational commitment.

RECOMMENDATIONS
Based on the results of the research, further researchers are expected to develop this research more comprehensively and more in depth, and to use more research populations in one type of company. Further research can also consider situational factors, narrow the research to a more specific type of business such as industry or a company that is conducting efficiency or employee reductions, and conduct longitudinal research in order to be more comprehensive in seeing the relationship between the three variables over a certain period of time because the results research may be affected by the current pandemic situation. It is hoped that the results of this study can improve further research on the relationship between job insecurity and organizational commitment and is expected to stimulate further research on grit. In addition, based on the research results, it is proven that age and overall tenure have a relationship with overall organizational commitment and grit. Researchers suggest that companies should be able to develop steps to retain employees in the long term. The company can do this in various ways, such as creating a comfortable working environment, good working relationships between employees and between superiors and employees, and giving awards for achievements of the employees.