Empirical findings convincingly demonstrate that job insecurity deteriorates employees’ well-being and work behavior. These general insights served as the basis for proposing a model of the negative effects of qualitative job insecurity that is tested in this chapter. In accordance with the health-impairment process outlined in the Job Demands-Resources theory, we suggest that qualitative job insecurity may play a significant role in the development of burnout in the highly demanding and ever-changing context of the higher education sector, which in turn may negatively relate to employee performance. More specifically, we address the following research questions: Does qualitative job insecurity predict poorer in-role performance and innovative work behavior through burnout in an academic context? Is the hypothesized research model invariant across the eight countries included in the current research? For this purpose, we analysed cross-sectional data collected with a total sample of 4194 employees from US, Swiss, South African, Romanian, Lithuanian, Greek, Croatian, Chinese and Belgian higher education institutions. Results demonstrated a highly consistent trend across the samples. First, qualitative job insecurity predicted higher levels of burnout. However, while burnout had a negative effect on in-role performance, its effect on innovative work behavior was predominantly non-significant. Accordingly, in a majority of countries, qualitative job insecurity predicted lower in-role performance through burnout, whereas burnout did not mediate the effect of qualitative job insecurity on innovative work behavior. The cross-cultural validity of these findings is discussed, as well as their theoretical and practical implications.