# The Impact of Job Insecurity on Miner Safety Behavior--A Study Based on SEM and fsQCA
## 2 Research Hypothesis and Conceptual Model
### Research Hypothesis  
Miners, as the most active factor in coal mine production, are the main focus of coal mine safety behavior management, with the main goal of improving miners' security performance [18]. The job insecurity faced by miners, such as tense interpersonal situations [19], unemployment [20], and imbalanced salary distribution [21], directly or indirectly affects their compliance with regulations and participation in safety behaviors and even hinders further improvement in coal mine safety levels. Currently, domestic and foreign scholars have conducted multi-angle and in-depth research on the impact of job insecurity on miners' behavior [22; 23; 24; 25; 26]. Some scholars have studied the relationship between job insecurity and employees' psychological factors, such as [PERSON] (2017), who examined the relationship between job insecurity and emotional commitment and found that job insecurity can significantly negatively predict employees' emotional commitment and intention to leave. [PERSON] et al. (2020) figured out that job insecurity is significantly correlated with miners' intention to engage in unsafe behaviors, with organizational structural changes as the background. On the other hand, researchers have also focused on the negative effects of job insecurity on employees' psychological and behavioral levels [27]. For instance, [PERSON] and [PERSON] (2001) demonstrated that job insecurity not only affects employees' work attitudes but also influences their security motivation and security compliance behavior. They also reported that employees who perceive high levels of job insecurity exhibit higher levels of work-related injuries and accidents [28]. [PERSON] et al. (2019) verified the direct relationship between job insecurity and security performance based on the conservation of resources theory and demonstrated that job insecurity significantly and negatively predicts the security performance of high-speed railway drivers [29]. Therefore, this article believes that miners may reduce their security contributions to the organization when dealing with job insecurity; that is, the stronger the job insecurity, the more likely it is to cause behavioral accidents. Therefore, the following hypothesis is proposed:  
**H1. **: _The sense of job insecurity among miners is directly and significantly negatively correlated with their safety behavior._  
Psychological resilience, as the ability for individuals to maintain balance, maintain control, regulate adversity, and continue to act in a positive state [30], has received in-depth research and widespread attention from domestic and foreign researchers in the \"stress-behavior\" mechanism [31] and has drawn many valuable conclusions. The study of [PERSON] et al. (2016) suggests that psychological resilience is not only the ability of employees to recover from negative situations but also positively influences their sense of responsibility [32]. [PERSON] et al. (2018) found that in the context of work difficulties, employee psychological resilience has a significantly positive impact on job performance. That is, at the same level of pressure, employees with higher levels of psychological resilience perceive and react to stress relatively less and are able to convert stress into motivation to increase job performance, thus confirming the \"inverted U\" effect of stress on performance [33]. The study by [PERSON] et al. (2017) confirmed that psychological resilience plays a mediating role in the relationship between obstructive stressors such as organizational and political conflict and occupational stress, indicating that psychological resilience helps reduce the negative impact of obstructive stressors and other uncontrollable stress factors on employees. Various studies under different contexts and boundaries have proven that psychological resilience can influence employees' behavioral performance and make individual behavior choices toward directions that are beneficial to the organization [34].