Showing papers on "Organizational identification published in 1993"

An exploratory study of reverse causality relationships among sales force turnover variables

Abstract: This paper explores the directions of causality between selected work-related variables and quitting intentions. Based on the premise that quitting intentions may stem from predispositions that affect work-related variables, longitudinal data collected from a direct sales population were analyzed. When compared with previous literature, the results show the existence of reverse causality, indicating that quitting intentions are more likely to effect the perceptions of such variables as organizational climate, job satisfaction, and organizational commitment.

Interface precision benchworks: A case study in organizational identification

Abstract: This study examined the process of organizational identification at a supported employment worksite (IPB) at a time the organization was undergoing a major operational transition. Based on observations, interviews and focus groups, the results of this study revealed: 1) IPB members shared a common identification with the mission of the organization, based on their discourse about the organization; 2) that identification came about from a gradual adaptation to the organization and its mission, such that those who were not willing to identify with the organizational goals chose not to become a member of the organization; and 3) consistency in communication is key in being able to maintain a shared vision of the organization, especially during time of transition. Implications for applied organizational communication research are discussed.