https://leeds-faculty.colorado.edu/dahe7472/Journal%20of%20Management-2008-Ashforth-325-74.pdf

Identification in Organizations: An Examination of Four Fundamental Questions

While the focus on constructive leadership still dominates leadership research, an increasing number of studies investigate different forms of destructive leadership. This meta-analysis integrates different conceptualizations of destructive leadership and analyzes the relationship between destructive leadership and outcome variables. The search for articles yielded more than 200 studies of which 57 could be included in the meta-analysis. Results indicate the expected negative correlations with positive followers' outcomes and behaviors (e.g., attitudes towards the leader, well-being, and individual performance) and positive correlations with negative outcomes (e.g., turnover intention, resistance towards the leader, counterproductive work behavior). As expected, the highest correlation arises between destructive leadership and attitudes towards the leader. Surprisingly, the next highest correlation was found between destructive leadership and counterproductive work behavior. After discussing the results, an agenda for future research is proposed. Given the negative impact of destructive leadership, more knowledge is especially necessary regarding what triggers destructive leadership.

How bad are the effects of bad leaders? A meta-analysis of destructive leadership and its outcomes

The psychological relationship between individual and organization has been conceptualized both in terms of identification and in terms of (affective) commitment. In the present study, we explore the differences between these two conceptualizations. Building on the proposition that identification is different from commitment in that identification reflects the self-definitional aspect of organizational membership whereas commitment does not, we propose that commitment is more contingent on social exchange processes that presume that individual and organization are separate entities psychologically, and more closely aligned with (other) job attitudes. In support of these propositions, results of a cross-sectional survey of university faculty (n=133) showed that identification is uniquely aligned (i.e., controlling for affective commitment) with the self-referential aspect of organizational membership, whereas commitment is uniquely related (i.e., controlling for identification) to perceived organizational support, job satisfaction, and turnover intentions. We conclude that the core difference between identification and commitment lies in the implied relationship between individual and organization: Identification reflects psychological oneness, commitment reflects a relationship between separate psychological entities. Copyright © 2006 John Wiley & Sons, Ltd.

https://www.jstor.org/stable/pdfplus/4093920.pdf

Organizational identification versus organizational commitment: self-definition, social exchange, and job attitudes

Abstract : A study is reported of the variations in organizational commitment and job satisfaction, as related to subsequent turnover in a sample of recently-employed psychiatric technician trainees. A longitudinal study was made across a 10 1/2 month period, with attitude measures collected at four points in time. For this sample, job satisfaction measures appeared better able to differentiate future stayers from leavers in the earliest phase of the study. With the passage of time, organizational commitment measures proved to be a better predictor of turnover, and job satisfaction failed to predict turnover. The findings are discussed in the light of other related studies, and possible explanations are examined. (Modified author abstract)

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Organizational Commitment, Job Satisfaction and Turnover Among Psychiatric Technicians. Technical Report No. 16.

Summary In the present study we sought to clarify the functional distinctions between organization identity strength, organizational identification, and organizational commitment. Data were obtained from 10 948 employees of a large steel manufacturer. First, confirmatory factor analysis was used to test the discriminant validity of the three focal constructs. Next, drawing on research that suggests hierarchical differentiation may influence individuals’ conceptual frame of reference, we examined each focal construct’s measurement equivalence across three hierarchical levels (officers, n ¼ 1,056, middle-management, n ¼ 1049, workers, n ¼ 1050). Finally, multigroup structural equation modeling was used to simultaneously estimate the between-group correlations between turnover intention and organization identity strength, organizational identification, and organizational commitment. Results indicated that (a) the measures used to reflect the three focal constructs were empirically distinct, (b) the focal constructs were conceptually equivalent across hierarchical levels, and (c) the pattern of correlations with turnover intention was different for employees with management responsibilities versus workers with no management responsibility. The present findings suggest perceptions of a strong organizational identity, organizational identification, and organizational commitment may influence employees’ turnover intention in unique ways, depending on their hierarchical level within the organization. Copyright # 2006 John Wiley & Sons, Ltd. The relationship between an individual member and the employing organization has long been known to have an impact on the attitudes, behavior, and well-being of individuals. In this regard, two of the more researched constructs include organizational identification and organizational commitment, both of which were developed in an attempt to understand, predict, and influence employee behavior. Organizational identification, as the more recent of the two perspectives, examines the process whereby an individual’s identity becomes psychologically intertwined with the organization’s identity. Although a long-standing interest to sociologists and social psychologists, the social identity approach, subsuming both social identity theory and self-categorization theory, has only recently emerged as an important perspective in organizational behavior research (see Pratt, 1998; van Dick, 2004, for reviews). The second perspective, which encompasses organizational commitment, views the

/pdf/organizational-identity-strength-identification-and-120idflk6h.pdf

Organizational identity strength, identification, and commitment and their relationships to turnover intention: Does organizational hierarchy matter?

The social identity approach is a powerful theoretical framework for the understanding of individuals' behaviour. The main argument is that individuals think and act on behalf of the group they belong to because this group membership adds to their social identity, which partly determines one's self-esteem. In the organizational world, social identity and self-categorization theories state that a strong organizational identification is associated with low turnover intentions. Because identification is the more general perception of shared fate between employee and organization, we propose that the relationship between identification and turnover will be mediated by job satisfaction as the more specific evaluation of one's task and working conditions. In four samples we found organizational identification feeding into job satisfaction, which in turn predicts turnover intentions.

Should I Stay or Should I Go? Explaining Turnover Intentions with Organizational Identification and Job Satisfaction

The social identity approach is a powerful theoretical framework for the understanding of individuals behaviour The main argument is that individuals think and act on behalf of the group they belong to because this group membership adds to their social identity, which partly determines ones self-esteem In the organizational world, social identity and self-categorization theories state that a strong organizational identification is associated with low turnover intentions Because identification is the more general perception of shared fate between employee and organization, we propose that the relationship between identification and turnover will be mediated by job satisfaction as the more specific evaluation of ones task and working conditions In four samples we found organizational identification feeding into job satisfaction, which in turn predicts turnover intentions

Cornelia Grubba

Papers

Should I Stay or Should I Go? Explaining Turnover Intentions with Organizational Identification and Job Satisfaction

Should I stay or should I go? Explaining turnover intentions with organizational identification and job satisfaction