Showing papers on "Organizational identification published in 2008"

Workplace Values and Outcomes: Exploring Personal, Organizational, and Interactive Workplace Spirituality

Abstract: Spiritual values in the workplace, increasingly discussed and applied in the business ethics literature, can be viewed from an individual, organizational, or interactive perspective. The following study examined previously unexplored workplace spirituality outcomes. Using data collected from five samples consisting of full-time workers taking graduate coursework, results indicated that perceptions of organizational-level spirituality (“organizational spirituality”) appear to matter most to attitudinal and attachment-related outcomes. Specifically, organizational spirituality was found to be positively related to job involvement, organizational identification, and work rewards satisfaction, and negatively related to organizational frustration. Personal spirituality was positively related to intrinsic, extrinsic, and total work rewards satisfaction. The interaction of personal spirituality and organizational spirituality was found related to total work rewards satisfaction. Future workplace spirituality research directions are discussed.

Exploring Nonlinearity In Employee Voice: The Effects of Personal Control and Organizational Identification

Abstract: We investigated the relationship between personal control–employees' perceptions of autonomy and impact at work–and voice–employees' expression of challenging but constructive work-related opinions...

How Relational and Organizational Identification Converge: Processes and Conditions

Abstract: Separate research literatures focus on the individual's identification with relationships, groups, organizations, and other workplace targets. We propose that identification with one referent may converge with or extend to another, thus suggesting the potential for more parsimonious perspectives on identification. We illustrate this argument by examining how the subordinate's identification with the subordinate-manager role relationship (“relational identification”) (RI) may converge with the subordinate's organizational identification (OI). We propose that convergence occurs through cognitive, affective, and behavioral mechanisms, including social influence, anthropomorphization, personalization, affect transfer, and behavioral sensemaking. We also propose that convergence is conditioned by task interdependence (inherent in the role relationship) and prototypicality (of the relational other). We discuss the implications of our convergence model for future research on multiple identifications.

Effects of Psychological Contract Breach on Organizational Citizenship Behaviour: Insights from the Group Value Model

Abstract: Research on psychological contract breach has referenced social exchange as its dominant theoretical foundation. In this study, we draw insights from the group value model as a theoretical extension to explain employees’ negative responses to psychological contract breach. According to the group value model, fair treatment by group members communicates symbolic messages about the relationship between the organization and the employee, and has implications for whether employees can take pride in their organizational membership. When people are treated unfairly, they lose trust in the organization and dis-identify from the group. This in turn results in less willingness on the part of the employees to engage in organizational citizenship behaviours (OCBs). We tested these relationships across three studies. In Study 1, we conducted a longitudinal test of the role of trust as a mediator between breach and organizational identification. In Studies 2 (cross-sectional) and 3 (longitudinal), we tested the complete model in which we examined the role of trust and identification in mediating the link between breach and OCBs. All three studies provided support for the mediated model. Furthermore, as predicted by the group value model, the hypothesized relationships emerged in response to relational but not transactional contract breaches. Theoretical and applied implications are discussed.

The interaction between values and organizational identification in predicting suggestion‐making at work

Abstract: The present study proposed and found that personal values and organizational identification interact in predicting making suggestions for organizational improvements at work. One hundred and forty-eight employees of children's day-care centres rated their values, their identification with the organization and their suggestion-making behaviour. Their behaviour was also rated by their supervisors. As expected, the value dimension of openness to change vs. conservation predicted suggestion-making more strongly amongst individuals highly identified with the organization than amongst individuals weakly identified with the organization. This was found using self-ratings of behaviour as well as supervisor's rating of behaviour. The study points to the importance of values and identification in understanding suggestion-making and innovative behaviour at work, and it opens new avenues for examining this interaction in predicting other kinds of organizational behaviours.

Relationships of Organizational Justice and Organizational Identification: The Mediating Effects of Perceived Organizational Support in Hong Kong

Abstract: In this study a model was developed to examine through the mediator of perceived organizational support (POS) how distributive, interpersonal and informational justice affects the extent to which employees identify with an organization. This model was tested on 159 employees of several service organizations. Results indicated that the positive effects of interpersonal justice and informational justice on organizational identification were fully mediated by POS. Unexpectedly, distributive justice was unrelated to POS, but directly linked to organizational identification. Results were discussed in terms of their implications for research on organizational justice, POS and organizational identification.

Predictors of change in postmerger identification during a merger process: a longitudinal study.

Abstract: Adopting an intergroup perspective, the authors examined predictors of change in postmerger identification throughout a merger. Data were collected over 3 points of measurement from 157 students of a newly merged university. The 1st questionnaire was distributed 4 months after the implementation of the merger; the following 2 were distributed 6 months and 1 year thereafter. With its longitudinal design, this study replicates and extends past results by revealing predictors of change in organizational identification for members of the dominant and subordinate organizations throughout a merger process. As predicted, postmerger identification increased only slowly for members of both the dominant and the subordinate organizations. Multilevel models for change confirmed that the predictive effect of premerger identification on postmerger identification for members of the dominant organization dissipates over time. The effect of in-group typicality unexpectedly varied as a function of organizational membership and was stable over time. Perceived fairness in the merger process positively influenced postmerger identification across members of both organizations; over time the effect of fairness amplified.

The importance of being `Indian': Identity centrality and work outcomes in an off-shored call center in India

Abstract: Existing studies of identity dynamics have shown that employees embody multiple social identities, and have multiple foci of identifications at work that shape their attitudes and behaviors. However, limited research has examined these frameworks in the new, emerging contexts of global workplaces. In this article, we focus on one such significant example of contemporary globalization: transnational service work in the international call center industry in India. Our findings indicate that national identity centrality is indeed negatively associated with employee performance and positively associated with intention to leave. Furthermore, national identity centrality also moderates the relationship of organizational identification with performance and burnout. While we reinforce the importance of organizational identity and occupational identity centrality, we highlight the hitherto ignored consequences of national identity centrality in our study context.

Leader-member exchange, organizational identification and the mediating role of job involvement for nurses.

Abstract: Title. Leader-member exchange, organizational identification and the mediating role of job involvement for nurses. Aim. This paper is a report of a study to explore the relationship between leader–member exchange quality and organizational identification and the mediating role of job involvement in this relationship. Background. As a result of the fast-changing structures and increasing competition, healthcare organizations increasingly demand highly qualified nurses who also have positive work attitudes towards the job and the organization. Among these positive work attitudes, organizational identification affects nurses’ job performance and, in turn, the quality of care and patient satisfaction. The quality of the relationship between nurse supervisors and nurses, which is examined in the leader–member exchange context, can be an important determinant for organizational identification. This relationship is also affected by nurses’ job involvement. Method. The sample consisted of 148 nurses working in a private general hospital. Questionnaires, which included measures for organizational identification, level of leader–member exchange quality, job involvement and questions about the demographic characteristics of the sample, were distributed in 2007. The response rate was 87%. Results. A statistically significant and positive relationship was found between leader–member exchange quality and organizational identification. The results also reveal that job involvement mediates the positive effects of leader–member exchange quality on organizational identification. Conclusion. If nurse supervisors increase their awareness of the effects of their behaviours towards their nurses, they can increase the nurses’ performance and achieve desired results through increasing job involvement and organizational identification.

The effects of employee services on organizational commitment and intentions to quit

Abstract: Purpose – The purpose of this paper is to examine the effects of the provision of employee services on employees' organizational commitment and their intentions to quit as well as their underlying reasons.Design/methodology/approach – The paper shows that questionnaires were administered at two organizations in Singapore to evaluate employees' attitudes resulting from the provision of employee services. Mediator regression analyses and structural equation modeling were used to test the relationships between the provision of employee services with construed external image of the organization, valence for employee services, organizational identification, organizational commitment, and intentions to quit.Findings – The paper found that positive employee attitudes arising from the provision of employee services were the result of a positive construed external image of the organization. It also shows that, when employees perceived that outsiders viewed their organization positively, their level of identificati...

The influence of organizational identification on organizational knowledge management (KM)

Abstract: Information technology (IT) outsourcing vendor organizations contain isolated business units whose creation and sustenance greatly facilitate business operations. But they also introduce important challenges for organizational knowledge management (KM). In this paper, based on 7 months of intensive field-work at India Inc., a leading Indian IT firm, we looked at how members' identification with two organizations, their own and their client organization, influences their compliance with an organizational KM initiative. The findings show that members have difficulties in complying with the expectations of the organizational KM initiative owing to a stronger identification with their client organizations. At the same time, they comply readily with KM initiatives at the business unit level. The findings show that KM managers at India Inc. use the help of middle level managers in the business units in their efforts to improve members' compliance with organizational KM. Theoretical and managerial implications of the study are discussed.

Organizational identification : theoretical and empirical analyses of competing conceptualizations

Abstract: The objective of this paper is to offer a clear view on the different conceptualizations of organizational identification and propose valid measurement solutions adapted to these conceptualizations. The theoretical analysis tries to unravel in which respects the different conceptualizations of organizational identification are distinct or similar, and which contradictions are insolvable or just apparent. The empirical part of this paper focuses on the analysis of the instruments built according to each of the presented theoretical model. Several modalities to test the content, convergent and discriminant validity of these instruments are employed to assess the fit of these instruments. Finally, measurements proposals that address the theoretical and methodological issues raised in the analyses are advanced. KEYWORDS: organizational identification, self-categorization, affective identification, organizational commitment. Organizational identification (OI) is a term populating the organizational studies literature ever since the 60's (March & Simon, 1958; Kelman, 1961). Yet, it was only the last two decades that have witnessed a surge in interest in the organizational identification research. In between this period, organizational identification has been one of the Cinderellas of organizational studies, kept in the shadow of Organizational Commitment. In fact, since Mowday, Steer and Porter's (1979) conceptualization of identification as a component of affective organizational commitment, these two concepts have been treated as synonyms, or the difference between them has only been of rhetorical nature rather than of true conceptual and measurement differentiation (see, for an example, Cheney's [1983] scale of Organizational Identification). How is organizational identification defined in the field literature? A review of definitions points to the fact that by the same word are designated very different realities. The most obvious fact is its superposition with the concept of organizational commitment. For instance, Meyer and Allen (1997) define organizational commitment as an attitude or an orientation that "links the identity of the person to the organization", a process whereby the goals of the organization and those of the individual become congruent (Meyer & Allen, 1997). O'Reilly and Chatman (1986) define commitment as a psychological bond between the employee and the organization, but differentiate between three forms this bond can take: compliance, identification and internalization. They define identification as the process of "an individual accepting influence from a group (organization) in order to establish and maintain a relationship". Hence, an individual may respect a group's values without adopting them, as opposed to internalization (when influence is accepted because the induced attitudes/values are congruent with one's own) or compliance (when the are declaratively accepted in order to win a certain benefit) (O'Reilly & Chatman, 1986). A second problem is the heterogeneity of conceptualizations and measurement instruments of OI. For example, several studies have shown that different subtypes of identification (e.g., affective vs. cognitive) relate differentially to work outcomes (see Bergami & Bagozzi, 2000; van Dick, Wagner, Stellmacher, & Christ, 2004; also Ellemers, Kortekaas, & Ouwerkerk, 1999). Thus, for specific purposes, more differentiated conceptualizations of OI may prove useful. The aim of the present paper is two-folded. On the one hand, we head for a theoretical analysis of competing organizational identification conceptualizations. The first of them (Ashforth & Mael, 1989) portrays identification as a solely cognitive process of self-categorization, and commitment as a possible consequence. The other (Ellemers, Kortekaas, & Ouwerkerk, 1999) envisions identification as a three-faceted process, comprising an affective component named commitment. …

The empirical study of CRM: Consumer‐company identification and purchase intention in the direct selling industry

Abstract: Purpose – The purpose of this paper is to address the research issue of how companies manage their consumers' identification to compete effectively in intensely competitive market places. Drawing on theories of social identity and organizational identification, this study proposes that favorable consumer purchase intentions often result from the consumer‐company identification (C‐C identification) which depends on several identity judgments like identity prestige and identity attractiveness.Design/methodology/approach – A research model and 13 hypotheses are derived in this study. LISREL models are employed to identify the validity of the entire model and data are collected from ten direct selling companies.Findings – The results of empirical analysis show that identity judgments positively affect C‐C identification and the degree of C‐C identification positively influences consumer purchase intentions. The moderating effects of identity trustworthiness and embeddedness have mild influences on the relatio...

The Impact of Transformational Leadership on Followers' Duty Orientation and Spirituality

Abstract: The relationships between transformational leadership and followers’ karma yoga (duty orientation), spirituality (oneness with all beings), organizational identification and normative organizationa...

The role of emotions in driving workplace pro-environmental behaviors

Abstract: In this chapter we argue for further research that examines the role of the individual in addressing environmental issues. We review current research that examines emotionality as it relates to issues of the natural environment and identify disparate findings in the literature. In order to integrate findings from environmental psychology and management we draw on the theories of issue ownership, and organizational identification as a frame with which to examine emotionality and pro-environmental behavior in organizations. In doing so, we put forward a conceptual model and testable propositions as a basis for future research.

Organizational Citizenship Behavior of Temporary Knowledge Employees

Abstract: This study examines accounts of organizational citizenship behavior (OCB) by temporary knowledge employees. Most studies of OCB are based on the perspective of permanent employees and may not account for the unique perspective of temporary knowledge employees. This study finds that the most prominent themes in temporary knowledge employees' explanations for why they engaged in OCB are their perceived norms of professional behavior for their occupation and an experience of positive regard with and among their co-workers. This is in contrast with the themes of social exchange, organizational identification, and impression management that are currently invoked in explaining OCBs among permanent employees.

Effect of human capital investment on organizational performance

Abstract: Based on 150 valid questionnaires, an investigation was undertaken through correlation analysis and multiple regression analysis to examine the following: the correlation between human capital investment and organizational performance, between organizational culture and human capital investment, between organizational culture and organizational performance, and finally the effect of organizational culture on the correlation between human capital investment and organizational performance. The relationship between staff training and development and internal trust relations positively correlated with organizational value. That same relationship was enhanced by organizational identification. On the other hand, the correlation between the 3 dimensions of organizational performance and the other 2 dimensions of human capital investment (staff recruitment; staff inspiration) was not influenced by the presence of either organizational identification or organizational value.

A multidimensional approach to employee participation and the association with social identification in organizations

Abstract: Purpose – Employee participation is often suggested to improve employees' relations to the organization. A multidimensional perspective on employee participation may heighten its specificity. The purpose of the present paper is to investigate the relationships between multiple dimensions of employee participation and social identification.Design/methodology/approach – The study applies questionnaire data from 166 hospital employees, i.e. nurses, physicians and medical secretaries, in a cross‐sectional design. Hierarchical regression analyses were applied to investigate the hypothesized associations.Findings – The results showed that individual influence on proximal (i.e. work‐related) issues predicted organizational identification. The relevance of proximal issues and psychological involvement in relation to direct participation were suggested to explain why this particular dimension of participation is directly associated with organizational identification. The result qualifies the theoretical notion tha...

Changes in employees' attitudes at work following an acquisition: a comparative study by acquisition type

Abstract: The purpose of this paper is to examine how employee reaction varies in the event of an acquisition, and ultimately, to show that it depends on the acquisition context; specifically: (1) the legitimacy of the purchasing firm's identity, and (2) the extent of the organizational changes or discontinuity resulting from the acquisition. The research hypotheses considered are tested using a single questionnaire administered repeatedly over a five-year period to the employees of 85 sites belonging initially to three different firms: ABC (the acquiring firm), EFG (the firm taken over in a friendly acquisition) and XYZ (firm absorbed in a hostile acquisition). The results mainly show that employees working at sites belonging initially to EFG have higher organizational identification scores than those at sites belonging initially to XYZ. Insecurity scores increase at all sites after the acquisition period, even for employees who originally belonged to ABC. Finally, a temporal link is seen between organizational identification, insecurity and job satisfaction.

The Role of Leaders in Internal Marketing: A Multilevel Examination Through the Lens of Social Identity Theory

Abstract: There is little empirical research on internal marketing despite its intuitive appeal and anecdotal accounts of its benefits Adopting a social identity theory perspective, the authors propose that internal marketing is fundamentally a process in which leaders instill into followers a sense of oneness with the organization, formally known as organizational identification (OI) The authors test the OI-transfer research model in two multinational studies using multilevel and multisource data Hierarchical linear modeling analyses show that the OI-transfer process takes place in the relationships between business unit managers and salespeople and between regional directors and business unit managers Furthermore, both leader–follower dyadic tenure and charismatic leadership moderate this cascading effect Leaders with a mismatch between their charisma and OI ultimately impair followers’ OI In turn, customer-contact employees’ OI strongly predicts their sales performance Finally, both employees’ and sales managers’ OI are positively related to their business units’ financial performance The study provides empirical evidence for the role of leaders, especially middle-managers, in building member identification that lays the foundation for internal marketing

Employee ownership motivation and individual risk-taking behaviour: a cross-level analysis of Taiwan's privatized enterprises

Abstract: Privatization has long been a prevailing strategy worldwide for promoting economic liberalization. During privatization of state-owned enterprises employees are often encouraged, as part of policy design, to become equity shareholders through buying priority shares reserved for them with the goal of expediting privatization and building employees' organizational identification. Using risk-taking behaviour as a lens to observe individual-level entrepreneurial orientations after privatization, this study, in a sample of 328 employees in 14 privatized firms in Taiwan, aims to examine the behavioural consequences of two distinct types of motivation behind employee ownership and the contextual influences on such relationships. Because of the hierarchical nature of the individual- and firm-level data, we use the hierarchical linear modelling (HLM) method to test the hypotheses and find that intrinsic motivation ex ante for employee ownership can cultivate innovative behaviour ex post, whereas extrinsic motivati...

When do employees identify? An analysis of cross-sectional and longitudinal predictors of training group and organizational identification

Abstract: Organizational research has shown the impact of organizational identification on employees' attitudes and behavior, and its relevance for economic success (Haslam, 2004). Furthermore, the necessity to differentiate levels of identification within organizations has been emphasized (van Knippenberg & van Schie, 2000). Little is known, however, about predictors of different identification levels within organizations and their influence on the development of identification. In a longitudinal study with training groups of flight attendants, we investigated how foci of identification (training group, organization) were differentially predicted by cross-sectional and longitudinal variables. Interpersonal attraction related to training group identification, whereas professional motivation related to organizational identification. Furthermore, expected job circumstances and professional motivation were longitudinal predictors for training group identification and organizational identification, respectively.

Brand identification : A theory-based construct for conceptualizing links between corporate branding, identity and communications

Abstract: This conceptual paper looks at ‘brand identification’. It does this by providing an overview of social-identity theory as it illuminates marketing theories in customer relationships. We build on recent interest in the marketing literature in identity and develop a conceptual model of consumer brand identification in business relationships. Corporate identity has often been the entity that can be created/manipulated in design and marketing. Seen through the lens of organizational behaviour scholars this is perceived as organizational identity and in turn this is more focused on employee perceptions and responses. Brand identification links these two as it stresses the process by which individuals (customers and employees) may identify with the organization as a corporate brand. We offer this as providing theoretical foundations for a perspective integrating corporate branding, identity and communications. This is a timely contribution to issues of identity in marketing theory and practice.

Organizational socialization of women in the Italian Army: Learning processes and proactive tactics

Abstract: Purpose – This study aims to examine the organizational socialization of women soldiers in the Italian Army.Design/methodology/approach – Following an interactionist interpretation of socialization, a model was tested to determine the influence of organizational socialization tactics, proactive behaviours, supervisor support on organizational identification, and cohesion of teamwork. This study used a comparative research design. The sample consisted of 324 soldiers, 43 per cent of whom are men and 57 per cent per cent are women.Findings – Structural equation models showed the influences exerted by general socialization and by the acquisition of organizational values/goals on the outcomes of socialization. Multisample analysis showed gender differences. Compared to men, women seemed to set greater value on tutoring by expert colleagues. Women also seemed to value the support provided by their superiors for learning the organizational values and goals on which the degree of identification with the military...

Modeling Individuals' Post-Retirement Behaviors Toward Their Former Organization

Abstract: SUMMARY This research was aimed at developing a model of individual and organizational factors related to retirees' desires to return to the organization they retired from. To test this model, a 92-item survey measuring perceived organizational support, organizational identification, retirement planning/preparedness, reasons for retirement, retirement satisfaction, meaning of work, and post-retirement work behaviors was mailed out to 3,511 retirees of a southern California utility company. One thousand ten (1,010) retirees responded. Some support was found for the hypothesized model of post-retirement behaviors. This suggested that perception of the organization, perception of retirement, and meaning of work factors were functioning to predict post-retirement behaviors directed toward the organization individuals retired from. The proposed model serves as an initial step for explaining and predicting post-retirement behaviors.