Showing papers on "Organizational identification published in 1978"

The Effects of Employee Ownership on Organizational Identification, Employee Job Attitudes, and Organizational Performance: A Tentative Framework and Empirical Findings

Abstract: Noting a paucity of research on the subject, this article attempts to explore the effects of employee ownership, concentrating on possible relationships between ownership and such variables as organizational identification, employee job attitudes, and organizational performance, and on identifying variables which may moderate these relationships. After development of a conceptual framework, empirical data obtained from study of a trucking company recently purchased by most of its employees are presented and discussed. These data support the plausibility of many of the hypothesized relationships, but do not permit strong causal inferences. Although the author tentatively concludes that employee ownership appears to have improved employee attitudes and organizational performance in this case, he stresses that much further research, in a variety of settings, specifically designed to permit causal testing of the propositions suggested here, is badly needed before firm conclusions can be drawn.

Mid-Career Patterns in the Navy's Civilian Professional Work Force.

Abstract: : A survey of mid-level professional civil service Navy employees disclosed manifestations of frustration exist in sixty percent of the respondents. This characteristic relates to the mid-career and mid-life crisis identified by researchers and directly affects the fabric of which organizations are woven. Certain organizational identification is described and age groupings within the population are correlated with existing theories. Removal of the element of frustration from the perceived career patterns has a benefit which can be measured and the affect on the organization is material. A long term educational experience is suggested as a device for allowing introspection and revitalization of the employee, thereby creating a challenge which has rewards to the organization and the employee. A cost/benefit analysis is presented. (Author)