Showing papers on "Organizational identification published in 2007"

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

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.

“I Need You Too!” Corporate Identity Attractiveness for Consumers and The Role of Social Responsibility

Abstract: The extent to which people identify with an organization is dependent on the attractiveness of the organizational identity, which helps individuals satisfy one or more important self-definitional needs. However, little is known about the antecedents of company identity attractiveness (IA) in a consumer–company context. Drawing on theories of social identity and organizational identification, a model of the antecedents of IA is developed and tested. The findings provide empirical validation of the relationship between IA and corporate associations perceived by consumers. Our results demonstrate that the Corporate Social Responsibility (CSR) contribution to company IA is much stronger than that of Corporate Ability (CA). This may be linked to increasing competition and of decreasing CA-based variation in the marketplace.

Multiple organizational identification levels and the impact of perceived external prestige and communication climate

Abstract: sEarlier studies have shown that perceived external prestige and communication climate influence organizational identification. In this paper we present the results of a study of the influence of communication climate and perceived external prestige on organizational identification at various organizational levels of a regional police organization. In total, 314 respondents filled out a questionnaire on communication climate, perceived external prestige and organizational identification. The results of this study show that communication climate has the strongest link with employee identification when it concerns the identification with the daily work group and a weaker one with the organization as a whole. It also appears that perceived external prestige has a stronger influence on the identification with the organization as a whole than on the identification at the more concrete organizational levels (such as department or work group). This research offers reasons to presuppose that organizational identification and communication climate are multiple constructs. If management wishes to influence organizational identification through a bottom-up process, it is wise to pay particular attention to the communication climate in the work groups. Influencing organizational identification with the organization as a whole is better conducted through perceived external prestige.

Social identity and social exchange: Identification, support, and withdrawal from the job

Abstract: Integrating insights from the social exchange perspective and the social identity perspective, we propose that evaluations of support received from the organization and its representatives and organizational identification interact to predict withdrawal from the job. The relationship of support with withdrawal is proposed to be weaker the more strongly employees identify with the organization. This prediction was confirmed in 2 samples focusing on different operationalizations of support and withdrawal. Study 1 explored the interaction between organizational support and organizational identification in predicting turnover intention; Study 2 investigated the link between supervisor support and organizational identification and absenteeism. The present study thus yields evidence that may lay the groundwork for further integration of social exchange and social identity analyses of organizational behavior.

In the shadow of the Boss's boss : Effects of supervisors' upward exchange relationships on employees

Abstract: Dyadic relationships in an organizational hierarchy are often nested within one another. For instance, the relationship between a supervisor and an employee is nested within the relationship between that supervisor and his or her boss. In that context, the authors propose that the supervisor's relationship with his or her boss (leader-leader exchange) moderates the effects of the supervisor's relationship with the employee (leader-member exchange). Specifically, the authors argue that leader-member exchange has a stronger positive effect on employees' attitudes toward the organization and its customers when leader-leader exchange is higher. Cross-level analysis of data from 581 frontline nurses and 29 supervisors in a midwestern hospital supports this contention. Implications for research and practice are discussed.

Relationships between leader and follower organizational identification and implications for follower attitudes and behaviour

Abstract: We present a multi-sample multi-level approach that examines the link between leader and follower organizational identification, and follower attitudes. Study I comprises 367 school teachers and 60 head teachers in Germany. The results illustrate a significant relationship between head teacher and school teacher school identification. Moreover, indirect relations between head teacher school identification and school teacher job satisfaction and self-reported citizenship behaviours, mediated by school teacher school identification, are predicted and supported by the data. The findings are replicated within Study 2, comprising 233 school teachers and 22 head teachers. Finally, a third study replicates the findings in a different sector using a sample of 314 travel agents in 127 travel agencies and their leaders. Taken together, leader's self-construal in terms of the organization is related to follower organizational identification, and therefore leads to greater follower satisfaction and to a greater willingness to exert extra effort on behalf of the organization.

A model of dual organizational identification in the context of the multinational enterprise

Abstract: Integrating organizational behavior research on Social Identity Theory (SIT), Self-Categorization Theory (SCT), and organizational identification with international management research, we develop a model of dual organizational identification (DOI) for subsidiary managers in multinational enterprises (MNEs). We conceptualize the DOI construct in terms of relative magnitude and form and then present a model that specifies a set of contextual antecedents at the organizational and country levels of analysis as well as individual and organizational level consequences related to subsidiary manager role issues. Specifically, we suggest that type of MNE impacts the relative magnitude of DOI, while type of MNE, cultural distance, and institutional distance affect the form of DOI. In turn, relative magnitude of DOI is posited to impact fulfillment of subsidiary manager roles, subsidiary-parent cooperation, and knowledge transfer. Form of DOI affects the experience of role conflict by subsidiary managers. We conclude with a discussion of the contribution of our model to the organizational behavior and international management literatures, its implications for research, and some possible theoretical extensions. Copyright © 2007 John Wiley & Sons, Ltd.

Communication and Social Identity Theory: Existing and Potential Connections in Organizational Identification Research

Abstract: This essay builds on the growing, but underdeveloped, role of communication in work based on Social Identity Theory (SIT) as it relates to identity and identification in the organization. Five existing areas of connection between communication and SIT in organizational identification research are documented and assessed. These include salience of dual/multiple identifications, computer-mediated communication and virtual work related to identification, relationally focused work identities, organizational-level identities, and disidentification and related forms.

Organizational identification: Development and testing of a conceptually grounded measure

Abstract: There is continuing debate in the literature as to how organizational identification (OID) should be conceptualized and operationalized. We present a new six-item measure of OID that includes both cognitive and affective components and that integrates the main dimensions of OID found in the literature. The new measure comprises three main subcomponents: self-categorization and labelling, sharing of organizational goals and values, and a sense of organizational belonging and membership. The measure was tested on two separate samples of over 600 employees working in the UK National Health Service (NHS) using Confirmatory Factor Analysis. The results provided support for the proposed three-component conceptualization of OID. However, the three subcomponents were highly intercorrelated and showed low discriminant validity. We therefore propose a single overall measure of OID. This six-item aggregate scale has acceptable psychometric properties and provides a theoretically meaningful, but parsimonious, measure...

Putting Employees in Their Place: The Impact of Hot Desking on Organizational and Team Identification

Abstract: A study of employees in the finance industry tested the propositions (a) that work team identity is more salient than organizational identity when desks are assigned, whereas organizational identity is more salient when they are not; and (b) that this is partly because physical arrangements have a significant bearing on the way in which employees engage with the organization as well as who they are most likely to engage with (i.e., impacting on the type and focus of organizational participation). The study measured levels of work team and organizational identity in matched samples of employees (N=142) assigned to desks and not assigned (i.e., hot desked), as well as their perceptions of the use, importance, and effectiveness of electronic and face-to-face communication as indicators of different types of organizational participation. Results support the hypotheses. The perceived value of electronic communication also accounted for significant variance in organizational identification for all employees. Findings point to a number of practical implications relating to the use of hot desking in the workplace.

One Foot in Each Camp: The Dual Identification of Contract Workers

Abstract: We examine the organizational identification of contract workers who are associated with two organizations, their primary employer and their client. We conducted a study of contract workers in the information technology industry to address three questions: (1) What are the antecedents of contract workers' identification with the work organizations with which they are associated? (2) Do these antecedents differentially predict identification with each of the target organizations? and (3) What is the relationship between contract workers' identification with their employing organization and their identification with their client organization? Results indicate that contract workers identify with both the employing and client organizations based on perceived characteristics of the organization as well as social relations within the organization. Perceived characteristics of the organization are more closely related with identification with the employer, and social relations variables are more closely related with identification with the client. Contract workers are more likely to identify with both their client and their employing organization when the two are perceived to be similar on key attributes.

Roles of subsidiary managers in multinational corporations: The effect of dual organizational identification

Abstract: and Key Results ▪ Subsidiary managers are faced with complex managerial roles involving both the interests of the multinational corporation (MNC) and the subsidiary. We suggest complex roles are best fulfilled when managers develop dual organizational identification towards both entities. ▪ Based on a conceptualization of dual organizational identification in terms of relative magnitude, we test the effect of dual identification on subsidiary manager roles and role conflict. ▪ Results indicate that high identification with both entities is associated with high role fulfillment and that similarity in organizational identities directly affects role conflict.

Organizational identification as a determinant of customer orientation in service organizations

Abstract: The marketing literature suggests that frontline employees are the central determinant of how customer-oriented a service organization is perceived to be by its customers. However, little is known about the contingencies of employees’ customer orientation (CO) beyond personality traits and broadly construed work attitudes. Based on the social identity approach, the present article develops a multilevel model whereby CO is the result of identity-based management of frontline employees. Two empirical studies in the travel industry show that employees’ CO depends on employees’ organizational identification and their leaders’ acting as role models of CO.

Diversity as a Basis for Shared Organizational Identity: The Norm Congruity Principle

Abstract: Although the social identity approach is generally used to explain the negative consequences of diversity for the formation of a common identity within organizations, we propose that social identity processes can also lead employees to evaluate their differences in a positive way. We propose norm-congruency as a central principle to understand these issues. We argue that when differences among team members in organizations are congruent with norms and expectations, diversity can become a basis for organizational identification.

The Identity‐Matching Principle: Corporate and Organizational Identification in a Franchising System

Abstract: This paper examines corporate and organizational identification in franchisee organizations from the perspective of the social identity approach. We propose the identity-matching principle (IMP) as a heuristic for understanding and predicting the different effects of nested identifications. According to the IMP, when identifications and relevant behavioural or attitudinal outcomes address the same level of categorization, their relationship will be stronger. A study is presented with employees (n=281) matched to managers (n=101). Supporting the IMP, organizational identification (but not corporate identification) predicted customer-oriented behaviour on the level of the local organization, whereas corporate identification (but not organizational identification) predicted attitude toward corporate citizenship behaviour. Furthermore, multilevel analyses showed that these relationships were enhanced in organizations where managers displayed the respective behaviours themselves to a greater extent. Implications for theorizing about leadership and organizational attachments are discussed alongside recommendations for organizational practitioners.

The effect of international staffing practices on subsidiary staff retention in multinational corporations

Abstract: This paper contributes to the scarce body of research on employee turnover in multinational corporations' foreign subsidiaries and addresses some key issues related to dealing with turnover of local staff. Based on a literature review, I conceptualize locals' perceived career prospects and their organizational identification as key variables mediating the relationship between international staffing practices and local staff turnover. In a second step, the paper develops instruments that help international firms to retain their subsidiary staff. Specifically, I focus on how international staffing practices need to be configured to ensure employee retention and I derive moderating factors. My arguments are integrated into a framework for the effect of international staffing practices on subsidiary staff retention in multinational corporations.

Flipping the Identity Coin: The Comparative Effect of Perceived, Projected and Desired Organizational Identity on Organizational Identification and Desired Behavior

Abstract: textIt is especially during times of uncertainty or change in an organization, that a major concern for organizational management is how to elicit and maintain a high degree of identification and desired behavior from their members. Traditionally, scholars have taken a "bottom-up approach" in understanding these organizational processes, where the assumption is that members’ own, private perceptions of who their organization is, i.e. their perceived organizational identity, is the core driver of their identification and behavior. I challenge this one-sided approach of perceived organizational identity on the grounds that by focusing solely on members’ organizational identity perceptions, we disregard the "top-down approach", i.e. the important role that management plays in setting an overall collective framework that directs and guides members in their identification and behavior. This dissertation is the first to empirically test the comparative significance of bottom-up and top-down identity types. Through three empirical studies in two different organizational settings, I study this force field between the bottom-up and top-down identity processes. My results indicate that especially during times of threat and organizational change, the role of perceived organizational identity is not nearly as prevalent as generally assumed. It is not only the perceived organizational identity in and of itself that drives identification and behavior, but also the degree to which members believe that their perceived organizational identity is consistent with the top-down determined identity types of projected and desired organizational identity. In doing so, this work takes a more integrative approach to organizational identity processes.

Multi-Cultural Leadership Teams and Organizational Identification in International Joint Ventures

Abstract: Many international joint ventures (IJVs) fare poorly. An important factor is that members of an IJV top management team (TMT), which generally comprises people from different cultures, often find it difficult to work together. In this paper we argue that social identity theory and organizational identification process can help us understand why this is so. We propose that factionalism in a TMT is a significant hazard posed by member identification with different parents. In addition, identification with both the IJV and a parent firm can lead to significant role conflict for IJV top managers. Factionalism and role conflict in turn can result in poor intra-TMT communications and inefficient decision making. Literature in social identity theory and organizational identification suggests that the relative status and power of parents as well as successes of IJVs can affect TMT members' identification with the IJV or the parent company. Preliminary field interviews provide general support for these propositions. Our analysis suggests that organizational identity and identification can be a valuable tool to facilitate the understanding of TMT functioning and IJV performance.

The Group Psychology of Mergers & Acquisitions: Lessons from the Social Identity Approach

Abstract: The presumed financial benefits of mergers & acquisitions (M&As) often do not materialize. At the same time, M&As are reported to create a host of negative reactions on the part of the employees involved. In recent years, these circumstances have led many scholars to use the social identity approach (SIA) in order to better understand the group psychology of M&As. This paper reviews recent M&A research inspired by the SIA and derives three general lessons that are explained in some detail: First, post-merger identification is important for M&As integration and success. Second, M&As pose a threat to organizational identification. Therefore, and third, if you have to merge – merge right.

The Role of Job Challenge and Organizational Identification in Enhancing Creative Behavior Among Employees in the Workplace

Abstract: Organizations recognize the importance of creative employees and constantly explore ways to enhance their employees’ creative behavior. Creativity research has directed substantial efforts to understanding how work environment fosters creativity. Yet, this research has paid little attention to the importance of specific characteristics of the work environment and organizational identification in augmenting creative behavior in employees at work. The present study examines the influence of job challenge on employees’ creative behavior, arguing that organizational identification plays a mediating role in this relationship. The results show that organizational identification mediates the relationship between job challenge and employees’ creative behavior.

The Role of Job Challenge and Organizational Identification in Enhancing Creative Behavior among Employees in the Workplace

Abstract: Organizations recognize the importance of creative employees and constantly explore ways to enhance their employees' creative behavior. Creativity research has directed substantial efforts to understanding how work environment fosters creativity. Yet, this research has paid little attention to the importance of specific characteristics of the work environment and organizational identification in augmenting creative behavior in employees at work. The present study examines the influence of job challenge on employees' creative behavior, arguing that organizational identification plays a mediating role in this relationship. The results show that organizational identification mediates the relationship between job challenge and employees' creative behavior.

Investigating the relationship between the practice of pharmaceutical care, construed external image, organizational identification, and job turnover intention of community pharmacists.

Abstract: Background Pharmacy employers are being challenged to recruit and retain qualified employees. Objectives Our study hypothesized that pharmacists who practice pharmaceutical care have an attractive construed external image (how employees think outsiders view their organization), which strengthens their organizational identification (perceptions of oneness with or belongingness to the organization) and decreases job turnover intention (thoughts of quitting/searching for another job). Methods A 7-page questionnaire was mailed to the homes of a random sample of 759 licensed pharmacists practicing in the United States. Participants had the option of returning the completed survey via postal mail or a Web site. The study variables were measured with previously validated scales. Structural equation modeling with latent variables evaluated the hypothesized relationships. Several demographic variables were included. Results Responses were received from 252 subjects (33%); 121 were community pharmacists. As hypothesized, organizational identification and job turnover intention were significantly related ( B =−0.24) as well as construed external image and organizational identification ( B =0.41). The practice of pharmaceutical care and construed external image were not significantly correlated ( B =0.10). Although not hypothesized, construed external image was directly related to job turnover intention ( B =−0.25). The effects of the practice of pharmaceutical care on job turnover intention were mediated through organizational identification. Position had significant effects. Conclusions One additional benefit to the practice of pharmaceutical care may be strengthened organizational identification. Pharmacists' perception of the image of their employer may increase organizational identification and decrease job turnover intention. An understanding of the organizational identification of pharmacists would be useful in decreasing job turnover intention. Given the current demand for pharmacists, this is a worthwhile endeavor. Future research should focus on other predictors of construed external image and ways to enhance organizational identification. Encouraging the practice of pharmaceutical care may be 1 such way.

Identificación organizacional y ruptura de contrato psicológico: sus influencias sobre la satisfacción de los empleados

Abstract: Organizational identification and psychological contract breach: its influences on employees’ motivation. The main purpose of this study has been showed the partial mediator role of group, professional and organizational identification into the relationships between perceived contract breach and employees’ job satisfaction. Confirmative factor analysis with a sample of employees (N= 133) showed hygienic and motivator job satisfaction factors’ as different but related dimensions. Through a structural equation model it has been proved that different focus of identification will be better predictor of different outcomes. Results have been discussed in order to their theoretical and practical implications.

Behavioral Responses to Measurement Diversity in Individual Incentive Plans: Role Conflict, Role Ambiguity, and Model-of-Man

Abstract: Prior empirical accounting research on the relationship between measurement diversity and performance provides conflicting results. In particular, most studies do not find a significant direct effect and few studies investigate the intervening effect of subordinates' behaviors. This paper examines the behavioral responses to individual incentive plans balancing multiple performance measures. Specifically, I examine the effect of the number of performance measures, concentration of performance weights, and reliance on non-financial performance measures on role conflict and role ambiguity for 243 individual short-term incentive plans provided by two different organizations. I use proprietary data to construct three variables for measurement diversity and survey data involving 415 individuals to capture their behavioral responses to incentive plans. I measure individual performance based on perceptual and objective variables. Consistent with role theory, the analyses reveal that measurement diversity leads to role conflict experienced by the subordinates with a negative effect on individual performance. Task complexity proxied by subordinate's job-grade is associated with the adoption of more performance measures and more financial indicators. Organizational identification proxied by subordinate's value commitment does not seem to moderate the relationship between incentives and individual behavior, whereas situational factors proxied by a dichotomous variable for the two different organizational settings significantly contribute to explain different behaviors. The empirical results have implications for the design of performance measurement and evaluation systems, especially for the selection of performance measures and their weighting in a system of multiple measures, and help to understand better the performance implications of incentive plans encompassing measurement diversity.

Roles of Subsidiary Managers in Multinational Corporations: The Effect of Dual Organizational

Abstract: and Key Results ■ Subsidiary managers are faced with complex managerial roles involving both the interests of the multinational corporation (MNC) and the subsidiary. We suggest complex roles are best fulfilled when managers develop dual organizational iden- tification towards both entities. ■ Based on a conceptualization of dual organizational identification in terms of rel- ative magnitude, we test the effect of dual identification on subsidiary manager roles and role conflict. ■ Results indicate that high identification with both entities is associated with high role fulfillment and that similarity in organizational identities directly affects role conflict.

The Revision of Mael's Organizational Identification Questionnaire and its Relationship with Affective Commitment of Teachers

Abstract: The study surveyed 338 primary and secondary teachers and 256 college teachers, revised Mael's organizational identification questionnaire with organizational identification questionnaire and affective commitment questionnaire, and discusses the relationship between teachers' organizational identification and affective commitment. It indicates that the reliability and validity of Mael's organizational identification questionnaire are acceptable; and teachers' organizational identification and affective commitment are different but related psychological structure.