The Role of Perceived Organizational Performance in Organizational Identification, Adjustment and Job Performance

TLDR: In this paper, the authors investigate the role of organizational performance or achievement in evoking employees' identification, adjustment, and job performance, and find that perceived social responsibility and development had a larger effect on organizational identification, which in turn resulted in enhanced employees' work outcomes.

Abstract: Favourable organizational status and prestige has a substantial role in shaping constituents' attitudes and actions. The status and prestige of an organization is often a reflection of its achievements or performance. In the present study, we investigate the role of organizational performance or achievement (as assessed by organizational members) in evoking employees' identification, adjustment, and job performance. The results of this study indicate that two forms of organizational performance (labelled as perceived social responsibility and development and perceived market and financial performance) are associated with organizational identification. However, when compared to perceived market and financial performance, perceived social responsibility and development had a larger effect on organizational identification, which in turn resulted in enhanced employees' work outcomes – adjustment and job performance.