The rise of AI in the workplace: why perceived organizational support fails to protect long-term career satisfaction

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Introduction The growing integration of Artificial Intelligence (AI) into the workplace is reshaping employees’ perceptions of job and career stability, potentially generating psychological stress and uncertainty about future career trajectories. Drawing on Job Demands–Resources (JD–R) Theory, this study examines the relationship between AI-related insecurity and three career outcomes—job security, career competency, and career satisfaction—and investigates whether Perceived Organizational Support (POS) moderates these relationships. Methods A quantitative-dominant mixed-methods design was employed with a sample of 106 Portuguese professionals. Quantitative analyses examined the associations between AI-related insecurity and the three career outcomes and tested the moderating role of POS. Supplementary qualitative data were used to provide contextual insight into employees’ experiences and perceptions of organizational responses to AI-related workplace change. Results AI-related insecurity was significantly and negatively associated with perceived job security and career satisfaction, whereas its association with career competency was not statistically significant. Moderation analyses indicated a differentiated role of POS across career outcomes. Higher POS attenuated the negative relationship between AI-related insecurity and job security but did not significantly moderate its relationship with career satisfaction. Qualitative findings further suggested that limited organizational communication and insufficient opportunities for upskilling may intensify employees’ uncertainty and anxiety regarding AI-driven workplace change. Discussion The findings suggest that organizational support may help employees manage immediate concerns about job continuity associated with AI integration but may be less effective in addressing broader uncertainty about long-term career trajectories. This distinction highlights the limits of generalized organizational support as a response to AI-related career insecurity and points to the importance of combining supportive organizational practices with transparent communication, targeted upskilling, and career development initiatives. The study extends the application of JD–R Theory to AI-related workplace change by showing that organizational resources may have differential protective effects across distinct dimensions of career insecurity.