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

Identification in Organizations: An Examination of Four Fundamental Questions

Alternative work arrangements continue to increase in number and variety. We review the literature on alternative work arrangements published since the most recent major review of nonstandard work by Ashford et al. (2007). We look across the research findings to identify three dimensions of flexibility that undergird alternative work arrangements: (a) flexibility in the employment relationship, (b) flexibility in the scheduling of work, and (c) flexibility in where work is accomplished. We identify two images of the new world of work—one for high-skill workers who choose alternative work arrangements and the other for low-skill workers who struggle to make a living and are beholden to the needs of the organization. We close with future directions for research and practice for tending to the first image and moving away from the second image of the new world of work.

Alternative Work Arrangements: Two Images of the New World of Work

Organizational identification has been argued to have a unique value in explaining individual attitudes and behaviors in organizations, as it involves the essential definition of entities (i.e., individual and organizational identities). This review seeks meta-analytic evidence of the argument by examining how this identity-relevant construct functions in the nexus of attitudinal/behavioral constructs. The findings show that, first, organizational identification is significantly associated with key attitudes (job involvement, job satisfaction, and affective organizational commitment) and behaviors (in-role performance and extra-role performance) in organizations. Second, in the classic psychological model of attitude-behavior relations (Fishbein & Ajzen, 1975), organizational identification is positioned as a basis from which general sets of those attitudes and behaviors are engendered; organizational identification has a direct effect on general behavior above and beyond the effect of general attitude. Third, the effects of organizational identification are moderated by national culture, a higher-level social context wherein the organization is embedded, such that the effects are stronger in a collectivistic culture than in an individualistic culture. Theoretical and practical implications of the findings and future research directions are discussed.

Identifying Organizational Identification as a Basis for Attitudes and Behaviors: A Meta-Analytic Review.

Identifying Organizational Identification as a Basis for Attitudes and Behaviors: A Meta-Analytic Review

Linking Calling Orientations to Organizational Attachment via Organizational Instrumentality.

This study investigates the impact of employment externalization (in the form of limited-term vs. permanent employment status) on customer-oriented service behavior, and how identification processes may help to resolve the ‘paradox of externalization’ (i.e., organizations relying more on potentially disenfranchised employees to maintain strong connections with their customers). Survey data were obtained from 369 sales, service, and technical support personnel from the Canadian subsidiary of a large international service organization in the high technology sector. Organizational and customer identification fully mediate the relationship between employment status and customer-oriented service behavior. Additionally, the perceived external image of the organization and the visibility of one's affiliation with the organization moderate the relationships between employment status and organizational and customer identification. Copyright © 2007 John Wiley & Sons, Ltd.

https://www.jstor.org/stable/pdfplus/30162627.pdf

Externalization of employment in a service environment: the role of organizational and customer identification

This study investigated high-performance Human Resource Management (HPHRM) practices and social identification processes among part-time frontline service staff of five professional sport clubs. Significant effects of HPHRM practices and employees' identification with club and with customers emerged, influencing employees' customer orientation. We discuss managerial tactics to enhance identification and HPHRM practices as well as future research directions directed at developing techniques for enhancing customer orientation.

Double play: creating the sport customer experience using an interdisciplinary framework for managing service employees

Global demographic shifts give rise to an aging workforce, yet social barriers hinder employment and effective management of older workers. Sports organisations in particular would benefit from age diversity and inclusive cultures, as older workers who identify with organisational values are well-suited for interacting successfully with customers. From a survey of front-line service employees in five US Major League Baseball (MLB) clubs, we found significant relationships found between aging, organisational identification, and customer service. We offer explanations why older employees choose to work for sports organisations and discuss ideas for building cultural diversity and customer relationships through a mixed-age workforce.

Scott A. Johnson

Papers

Externalization of employment in a service environment: the role of organizational and customer identification

Double play: creating the sport customer experience using an interdisciplinary framework for managing service employees

Managing age diversity for customer service success in sports organisations