Showing papers on "Organizational identification published in 2016"

When CSR Is a Social Norm How Socially Responsible Human Resource Management Affects Employee Work Behavior

Abstract: Socially responsible human resource management (SRHRM), defined as corporate social responsibility (CSR) directed at employees, underpins the successful implementation of CSR. While its relationship with employee social behavior has been conceptualized and received some empirical support, its effect on employee work behaviors has not been explored. In this article we develop and test a meso-mediated moderation model that explains the underlying mechanisms through which SRHRM affects employee task performance and extra-role helping behavior. The results of multilevel analysis show that organization-level SRHRM is an indirect predictor of individual task performance and extra-role helping behavior through the mediation of individual-level organizational identification. In addition, the mediation model is moderated by employee-level perceived organizational support and the relationship between organizational identification and extra-role helping behavior is moderated by organization-level cooperative norms. ...

Relaxing moral reasoning to win: How organizational identification relates to unethical pro-organizational behavior.

Abstract: Drawing on social identity theory and social-cognitive theory, we hypothesize that organizational identification predicts unethical pro-organizational behavior (UPB) through the mediation of moral disengagement. We further propose that competitive interorganizational relations enhance the hypothesized relationships. Three studies conducted in China and the United States using both survey and vignette methodologies provided convergent support for our model. Study 1 revealed that higher organizational identifiers engaged in more UPB, and that this effect was mediated by moral disengagement. Study 2 found that organizational identification once again predicted UPB through the mediation of moral disengagement, and that the mediation relationship was stronger when employees perceived a higher level of industry competition. Finally, Study 3 replicated the above findings using a vignette experiment to provide stronger evidence of causality. Theoretical and practical implications are discussed. (PsycINFO Database Record

Consistency matters! How and when does corporate social responsibility affect employees' organizational identification?

Abstract: Despite the increasing attention to corporate social responsibility (CSR) in the management literature, little is known about the mechanisms and boundary conditions explaining employees' responses to CSR. Drawing on social identity and cue consistency theory, we develop a mediated moderation model that explains how and under which conditions perceived CSR affects employees' organizational identification. We test the model by carrying out a three-wave longitudinal study on employees of an international utility company. The findings indicate that perceived CSR interacts with overall justice to predict organizational identification through the successive mediation of perceived external prestige and organizational pride. The study clarifies and advances some of the theoretical foundations surrounding the micro-level approach of CSR and has key implications for management research and practice. [ABSTRACT FROM AUTHOR]

The impact of socially responsible human resource management on employees' organizational citizenship behaviour: the mediating role of organizational identification

Abstract: Based on insights from social exchange and social identity theories, this paper examines the influence of three dimensions of socially responsible human resource management (SR-HRM), namely legal compliance HRM, employee-oriented HRM and general CSR facilitation HRM, on employees' organizational citizenship behaviour (OCB). Structural equation modelling of dyadic data collected from Chinese employees and their direct supervisors in three phases revealed that whilst organizational identification fully mediated the relationship between employee-oriented HRM and employee OCB, general CSR facilitation HRM had a direct effect on employee OCB. In contrast, legal compliance HRM neither influenced employee OCB directly, nor indirectly through organizational identification. The findings highlight the important but complex role played by SR-HRM in eliciting positive employee work outcomes, and contribute to our knowledge of the mechanisms underlying this relationship.

Why and when workplace ostracism inhibits organizational citizenship behaviors: an organizational identification perspective

Abstract: Why and when do employees respond to workplace ostracism by withholding their engagement in citizenship behavior? Beyond perspectives proposed in past studies, we offer a new account based on a social identity perspective and propose that workplace ostracism decreases citizenship behavior by undermining employees' identification with the organization. We also theorize that perceived job mobility influences the extent to which employees identify with the organization when being ostracized. These hypotheses were examined in two time-lagged studies conducted in China. The proposed hypotheses were supported by results in Study 1, and findings were generally replicated in Study 2, where effects of other known mediators (i.e., organization-based self-esteem, job engagement, and felt obligation toward the organization) and moderators (i.e., collectivism, power distance, and future orientation) suggested by previous perspectives were controlled. Results of Study 2 provided further support of the hypothesized directional effect of workplace ostracism on citizenship behavior via organizational identification. Our studies support the identification perspective in understanding workplace ostracism and also strengthen the application of this perspective in understanding workplace aggression broadly.

Reputation as a Benefit and a Burden? How Stakeholders’ Organizational Identification Affects the Role of Reputation Following a Negative Event

Abstract: Research about the effects of an organization’s general reputation following a negative event remains equivocal: Some studies have found that high reputation is a benefit because of the stock of so...

Identity and identification at work

Abstract: Work identity and identification have generated a great deal of interest in the fields of organizational psychology and organizational behavior. Given several theoretical perspectives available to study work identity, the field has developed in somewhat haphazard fashion with independent streams of research investigating the same or highly similar phenomena. In the present review, we provide a broad overview of theoretical approaches and topics in work identity literature to inform and guide future integration. We review over 600 published articles and organize the literature along two dimensions: level of identity inclusiveness (i.e., individual, interpersonal, and collective) and static/dynamic approaches to identity change. Within each review category, a brief summary of extant research is provided, along with suggestions for future research.

How Do Internal and External CSR Affect Employees' Organizational Identification? A Perspective from the Group Engagement Model.

Abstract: The literature examines the impact of firms’ corporate social responsibility (CSR) activities on employees’ organizational identification without considering that such activities tend to have different targets. This study explores how perceived external CSR (efforts directed towards external stakeholders) and perceived internal CSR (efforts directed towards employees) activities influence employees’ organizational identification. In so doing, it examines the alternative underlying mechanisms through which perceived external and internal CSR activities build employees’ identification. Applying the taxonomy prescribed by the group engagement model, the study argues that the effects of perceived external and internal CSR flow through two competing mechanisms: perceived external prestige and perceived internal respect, respectively. Further, it is suggested that calling orientation (how employees see their work contributions) moderates the effects induced by these alternative forms of CSR. The model draws on survey data collected from a sample of 414 employees across five large multinationals in Pakistan. The results obtained using structural equation modeling support these hypotheses, reinforcing the notion that internal and external CSR operate through different mediating mechanisms and more interestingly employees’ calling orientation moderates these relationships to a significant degree. Theoretical contributions and practical implications of results are discussed in detail.

Consistency matters! How and when does Corporate Social Responsibility affect employees’ organizational identification? Journal of Management Studies

Abstract: Despite the increasing attention to corporate social responsibility (CSR) in the management literature, little is known about the mechanisms and boundary conditions explaining employees' responses to CSR. Drawing on social identity and cue consistency theory, we develop a mediated moderation model that explains how and under which conditions perceived CSR affects employees' organizational identification. We test the model by carrying out a three-wave longitudinal study on employees of an international utility company. The findings indicate that perceived CSR interacts with overall justice to predict organizational identification through the successive mediation of perceived external prestige and organizational pride. The study clarifies and advances some of the theoretical foundations surrounding the micro-level approach of CSR and has key implications for management research and practice.

Perceived Organizational Support and Employee Engagement: Based on the Research of Organizational Identification and Organizational Justice

Abstract: On the basis of theoretical research, this paper constructs the relationship model of perceived organizational support, organizational identification, employee engagement and organizational justice. With questionnaires from 350 employees in 28 provinces, we empirically tested that the organizational identification plays a mediating role and organizational justice has a moderating effect by using the correlation analysis and structural equation model and regression analysis. The results show that: firstly, perceived organizational support and employee engagement have significantly positive correlation, perceived organizational support applies directly positive influence on employee engagement; secondly, perceived organizational support can also play a role in employee engagement through organizational identification, in other words, organizational identification has partial mediating effect between perceived organizational support and employee engagement; thirdly, this paper verified that organizational justice plays a moderating role on the relationship between perceived organizational support and organizational identification.

Abusive supervision and employee creativity: The mediating role of psychological safety and organizational identification

Abstract: Purpose – Prior researches have indicated that leadership had an important impact on employee creativity. However, the authors know little about the link between the dark side of leadership-abusive supervision, and employee creativity, as well as its underlying mechanisms. Combining psychological safety theory and social identification theory, the purpose of this paper is to examine the relationship between abusive supervision and employee creativity and the mediating role of psychological safety and organizational identification between abusive supervision and employee creativity. Design/methodology/approach – The authors conducted a multi-source and time-lagged data collection. At Time 1, team members evaluated abusive supervision and psychological safety, and at Time 2, team members evaluated organization identification, and team leaders evaluated members’ creativity. Abusive supervision, psychological safety were evaluated at first stage and organizational identification, creativity were evaluated at ...

Servant Leadership and Follower Outcomes: Mediating Effects of Organizational Identification and Psychological Safety.

Abstract: This study investigated the mediating role of organizational identification and psychological safety in the relationship between servant leadership and two employee outcomes: employee voice and negative feedback seeking behavior. The sample for this study comprised of 174 full-time employees drawn from a large food company based in Pakistan. Results showed that organizational identification and psychological safety partially mediated the effects of servant leadership on voice and negative feedback seeking behavior. The theoretical and practical implications of this research are discussed.

Authentic leadership and intrapreneurial behavior: cross-level analysis of the mediator effect of organizational identification and empowerment

Abstract: Intrapreneurial activity is positively associated with the organizational growth, and the factors that stimulate such behaviors need to be identified. The general goal of this work is to explore the relationship of authentic leadership with employees’ intrapreneurial behavior and the intervening processes. A correlational study was carried out with 212 employees of Spanish companies, in which two cross-level mediation hypotheses were tested. The results obtained indicate that employees’ organizational identification and organizational empowerment both mediate the relationship between authentic leadership and employees’ intrapreneurial behaviors. In this work, we note the importance of including authentic leadership as an antecedent of intrapreneurship.

The effects of social identification and organizational identification on student commitment, achievement and satisfaction in higher education

Abstract: The purpose of this research is to investigate the effects of social and organizational identifications on student commitment, achievement and satisfaction in higher education. The sample comprised 437 students enrolled in an undergraduate or postgraduate programme in business or management. A model was developed and tested using structural equation modelling. It was found that organizational identification is a stronger predictor of student commitment, achievement and satisfaction than social identification. Although organizational identification was a strong predictor of student satisfaction, student commitment was better at explaining student achievement. The implications for higher education institutions are discussed. To the knowledge of the authors, this is the first study to examine the effects of organizational identification on student commitment, achievement and satisfaction. The key contribution of the research is in providing support for the hypothesis that organizational identification can in...

Why and when does ethical leadership evoke unethical follower behavior

Abstract: Purpose – In examining whether social exchange or social identity mechanisms drive the relationship between ethical leadership and unethical pro-organizational behavior (UPB), the purpose of this paper is to argue that the mechanism linking ethical leadership and UPB varies for different levels of job autonomy. Design/methodology/approach – Data were requested from 225 employees in several Dutch organizations, of which 156 questionnaires were returned. The authors used multilevel path analysis in MPlus to test the hypotheses, which allows for simultaneous estimation of different regression equations and for testing the significance of indirect effects. Findings – In line with the hypotheses, results revealed a direct relationship between ethical leadership and UPB when followers have little job autonomy. For followers high on job autonomy, the authors found that ethical leadership relates to UPB via organizational identification. Practical implications – It is advised to use ethical leadership with care when it focusses on reciprocity and identification. The results suggest that followers may be inclined to justify their unethical actions by appealing to the principle of higher loyalty – believing they are just doing what the organization wants them to do. Originality/value – Previous research has used social learning theory to show that ethical leadership is likely to stimulate and transfer ethical norms and behaviors. The current study however demonstrates the reciprocal and dark side of ethical leadership, as the authors found that ethical leadership can encourage UPB for followers with low job autonomy.

The impact of abusive supervision on service employees’ proactive customer service performance in the hotel industry

Abstract: Purpose On the basis of social identity theory, this paper aims to predict and test the influence of abusive supervision on service employees’ proactive customer service performance (PCSP) in the hotel industry. Design/methodology/approach Data were collected from 198 service employee-coworker dyads from 12 hotels in China. Previously developed and validated measures of abusive supervision, organizational identification, collectivism and PCSP were used and found to be highly reliable in this study. Findings Time-lagged data from 12 hotels in China reveal that abusive supervision negatively influences service employees’ PCSP, through organizational identification. In addition, employees’ collectivistic value orientation also strengthens the negative relationship between abusive supervision and organizational identification. These findings have several theoretical and managerial implications, especially for hospitality context. Practical implications First, the study suggests that hotels should design supervisors’ selection, training and monitoring to reduce mistreatment, which could be highly costly to employees’ identification and hence proactive behaviors. In addition, hotel supervisors are encouraged to learn to regulate their emotions by developing emotional management skills and interpersonal skills. Second, because collectivists are more likely to be affected by abusive supervisors, organizations should pay special attention to them by allocating more supportive resources, providing psychological comfort and expert counseling. Finally, hotels and managers should seek to meet individuals’ basic needs by fostering positive relationships between supervisors and employees, offering favorable treatment and connecting an organization’s goals with employees’ individual values. By doing so, employees’ organizational identification will be enhanced and hence contribute to PCSP. Originality/value First, scarcely any study has focused on negative types of leadership styles and how they affect employees’ PCSP. The authors address the research gap by extending the antecedent scope of PCSP to dark side management and provide empirical evidence about the suppressing effects of abusive supervision on PCSP. Second, the focus on organizational identification provides a new extension for social identity theory in application for incurring employees’ proactive behaviors. Third, this study provides a novel contribution by suggesting that the level of collectivism an employee holds can exacerbate the salience of abusive supervision.

The Psychological Mechanisms of Public Service Motivation A Two-Wave Examination

Abstract: To explore the psychological mechanism of public service motivation (PSM), we used a time-lagged design to examine the mediating effects of organizational identification on the relationship between PSM and work attitudes (i.e., job satisfaction) and behavior (i.e., community citizenship behavior). A two-wave study of 241 public servants from District A of a large metropolitan city in Eastern China was conducted. Controlling job security and demographic variables, results from a structural equation modeling showed the relationship between public service motivation and job satisfaction and the relationship between public service motivation and community citizenship behavior were partially mediated by organizational identification. Results also demonstrated that in comparison with job security, public service motivation contributed more to community citizenship behavior than job satisfaction. The study contributes to our understanding of public service motivation by illuminating a mechanism through which pub...

Workplace ostracism and employee silence in nursing: the mediating role of organizational identification

Abstract: Aims The aim of this study was to examine the direct and indirect effect, through organizational identification, of workplace ostracism on nurses' silence towards patient safety. Background Employee silence in nursing has recently received attention in relation to its antecedents. Yet, very little is known about the role of workplace ostracism in generating nurses' silence. Design A cross-sectional survey was conducted in a public hospital in Cyprus. Method Data were collected from 157 nurses employed in a public hospital of Cyprus between November 2014–January 2015. To examine the present hypotheses bootstrapping analysis and Sobel test were conducted. Results Results demonstrated that workplace ostracism has an effect on nurses' silence towards patient safety. Moreover, this effect was partially mediated through organizational identification. Conclusions Workplace ostracism among nurses significantly affects both nurses' attitude and behaviour namely organizational identification and employee silence.

Can self‐sacrificial leadership promote subordinate taking charge? The mediating role of organizational identification and the moderating role of risk aversion

Abstract: Summary The extant literature on the relationship between self-sacrificial leadership and subordinate behavioral outcomes has primarily focused on the influence of this leadership on subordinate affiliative behaviors. Our research proposed a theoretical model explaining why and when self-sacrificial leadership might promote taking charge, an exemplar of challenging behaviors. We tested this model across two studies conducted in China. In addition, we also examined the differences in the boundary conditions for self-sacrificial leadership to influence taking charge and affiliative behaviors (cooperation in Study 1 and helping in Study 2). Our results revealed that (i) self-sacrificial leadership was positively related to subordinate taking charge, with organizational identification acting as a mediator for this relationship, and (ii) risk aversion moderated both the self-sacrificial leadership–subordinate taking charge relationship and the mediating effect of organizational identification, such that the relationship and its mediating mechanism were weaker for subordinates high rather than low in risk aversion. These moderating effects, however, could not generalize to cooperation and helping. Finally, the theoretical and practical implications of our results and directions for future research were discussed. Copyright © 2015 John Wiley & Sons, Ltd.

Organizational identification and “currencies of exchange”: integrating social identity and social exchange perspectives

Abstract: We integrate social exchange and social identity perspectives to propose and test the prediction that depending on their level of organizational identification, people may reciprocate the received organizational support using different “currencies of exchange”—reducing turnover intentions or, instead, engaging in extra-role behavior. Specifically, the relationship of perceived organizational support (POS) with turnover intentions is proposed to be stronger with lower identification, whereas POS is proposed to be more closely related to extra-role behavior with higher organizational identification. These predictions were supported in a cross-sectional survey of N = 1,000 employees of a financial services firm. These results speak to the added value of integrating the social exchange perspective with its roots in applied psychology and the social identity perspective with its roots in social psychology in understanding the employee-organization relationship.

Distinguished Scholar Invited Essay: Exploring Identity and Identification in Organizations: Time for Some Course Corrections

Abstract: Identity and identification remain very popular constructs for organizational scholars, regularly generating a bounty of provocative research. To help maintain the generativity of these root constr...

Looking intra-organizationally for identity cues: Whether perceived organizational support shapes employees’ organizational identification

Abstract: We propose that employees’ perceptions of intra-organizational cues are an important factor influencing their identification with their organizations. Building on self-categorization theory, we examine whether perceived organizational support influences organizational identification. We contend that in addition to the mediating effect of affective commitment, organizational identification also mediates the effect of perceived organizational support on employees’ extra-role behavior. We collect perceptions of perceived organizational support, organizational identification and extra-role behavior information from 363 nurses in China using a three-wave data collection method and find empirical evidence to support most of our hypotheses. We find that collectivism moderates the indirect effect of perceived organizational support on extra-role behavior through organizational identification. We discuss the implications of our findings.

Constructing Organizational Identity on Internal Social Media: A Case Study of Coworker Communication in Jyske Bank

Abstract: This study explored how coworkers use internal social media (ISM) to contribute to the construction of organizational identity. The study analyzed 3 months of interactions among coworkers at a larg...

The moderating role of transformational leadership on HR practices in M&A integration

Abstract: Scant research exists examining the effect of HRM practices on employee behavior in M&A integration and the role that leaders play within this. This paper develops a conceptual framework that focuses on the moderating role of transformational leadership on the achievement of human integration and organizational identification in M&A integration. We argue that communication, employee involvement, teamwork, and training and development have a positive effect on employee behavior and their identification with the newly formed organization. Moreover, we argue that transformational leadership behaviors will moderate the implementation of HRM practices in M&As, leading to positive employee behavior and employee identification in the new organization. We suggest that further research is necessary to test propositions of the present study in order to achieve finer-grained understanding of the role of transformational leadership on the achievement of human integration and organizational identification in M&A integration.

Employees’ trust and their knowledge sharing and integration: the mediating roles of organizational identification and organization-based self-esteem

Abstract: We propose that the effect of trust on knowledge sharing (KS) and knowledge integration (KI) is mediated by organizational identification (OI) and organization-based self-esteem (OBSE). We ...