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Showing papers on "Organizational identification published in 2020"


Journal ArticleDOI
TL;DR: In this paper, the impact of green human resource management practices on employee green performance behaviors (task related and voluntary) with organizational identification as a mediator and employee personal environmental values and gender as moderators was examined.
Abstract: This study was conducted with an objective to understand the role of green human resource management (GHRM) in fostering environmental performance of employee. Specifically, it examines the impact of GHRM practices on employee green performance behaviors (task related and voluntary) with organizational identification as a mediator and employee personal environmental values and gender as moderators. Three hundred one employee from automobile sector in India participated in the study. Using cross‐sectional research design, the proposed research model was tested with the help of hierarchical regression analysis. GHRM was found to significantly predict both task‐related and voluntary employee green behaviors. Organizational identification significantly mediated the effect, whereas gender and environmental values failed to moderate the relationship between GHRM and employee green behaviors. The study signifies the role of HRM in achieving environmental sustainability and emphasizes on the urgent need to embed sustainability dimension into HR systems to achieve sustainable development goals.

192 citations


Journal ArticleDOI
TL;DR: In this article, the authors examined the mediation of organizational identification and environmental orientation fit on the relationship between employees' corporate social responsibility (CSR) perceptions and their engagement in organizational citizenship behaviors for the environment.
Abstract: The importance of organizational citizenship behaviors for the environment (OCBEs) has been clearly established in the environmental literature. The purpose of this study is to examine the mediation of organizational identification and environmental orientation fit on the relationship between employees' corporate social responsibility (CSR) perceptions and their engagement in organizational citizenship behaviors for the environment. On the basis of 374 survey responses from employees, our structural equation modeling results indicated that CSR perceptions had a positive effect on employees' OCBEs. Moreover, both organizational identification and environmental orientation fit mediated the effect of CSR perceptions on employees' OCBEs. This study contributed to three literature streams (i.e., CSR, pro-environmental behaviors and environmental management, and person–environment fit). Managerial implications and recommendations for future research are given at the end.

97 citations


Journal ArticleDOI
TL;DR: In this article, the authors propose and test a moderated mediation model examining the relationships among ethical work climate, organizational identification, leader-member exchange (LMX) and organizational citizenship behavior (OCB).
Abstract: This paper aims to propose and test a moderated mediation model examining the relationships among ethical work climate, organizational identification, leader-member-exchange (LMX) and organizational citizenship behavior (OCB).,Numerous regression analyses were performed using PROCESS (version 2.13), a macro for SPSS developed by Hayes (2017) to test this moderated mediation model.,The analytical results showed that organizational identification mediates the positive relationship between an ethical work climate and OCB. The analytical results also showed that LMX moderates the direct effect of ethical work climate on organizational identification and that LMX also moderates the indirect effect of ethical work climate on OCB via organizational identification.,This study provides numerous valuable implications for hotels to develop effective strategies to promote employees’ OCB and improve their organizational identification.,This study was the first attempt to propose and test a moderated mediation model that explores the relationships among ethical work climate, organizational identification, leader-member-exchange (LMX) and OCB.

76 citations


Journal ArticleDOI
TL;DR: The findings of this study can not only complement the existing researches on the influence of negative workplace events on employees’ knowledge hiding behaviors but also strengthen scholars’ attention and understanding of the internal mechanism between workplace bullying and knowledge hiding.
Abstract: Workplace bullying is a common negative event suffered by employees in the workplace. The harm it brings to the organization has become the focus of the field of organizational behavior. The purpose of this study was to explore whether workplace bullying has an impact on employee knowledge hiding and to discover the underlying mechanism between the two.,Based on the conservation of resource theory and the cognitive-affective personality system theory, this paper surveys 327RD emotional exhaustion and organizational identification play a mediation role between workplace bullying and knowledge hiding, and both variables play a chain mediation role in that relationship; and forgiveness climate moderates the positive impact of workplace bullying on emotional exhaustion, further moderating the chain mediation role of emotional exhaustion and organizational identification.,The findings of this study can not only complement the existing researches on the influence of negative workplace events on employees’ knowledge hiding behaviors but also strengthen scholars’ attention and understanding of the internal mechanism between workplace bullying and knowledge hiding.

74 citations


Journal ArticleDOI
TL;DR: In this paper, the authors explore whether and how internal social media influences employee engagement, and propose a conceptual model that links employee use of internal media, perceived organizational transparency, and organizational identification, to employee engagement.

65 citations


Journal ArticleDOI
TL;DR: In this article, the authors examined the positive effect of employee's perceived CSR on pro-environmental behaviour through mediation of organizational identification, as well as the moderation mechanisms of corporate entrepreneurship and employees' environmental consciousness for such an effect.
Abstract: Corporate social responsibility (CSR) is a useful tool for effective organizational, social, and environmental functioning. This study expanded CSR and green research streams by examining the positive effect of employee's perceived CSR on pro‐environmental behaviour through mediation of organizational identification, as well as the moderation mechanisms of corporate entrepreneurship and employees' environmental consciousness for such an effect. The study drew on a survey sample of 479 employees and 122 department managers from various hotels in Pakistan. Key findings showed that CSR had both a direct and an indirect influence, through organizational identification, on pro‐environmental behaviour. The results lent support for the interactive effect of corporate entrepreneurship and environmental consciousness with CSR in predicting pro‐environmental behaviours. This is the first study of its kind to study a comprehensive model linking perceived CSR with employee's pro‐environmental behaviours in hotel industry through intervening variables.

64 citations


Journal ArticleDOI
TL;DR: The authors argue that anthropomorphism is an attribution of benevoluntary benevolence to human beings, and that it can be used as an indicator that organizations care about our well-being. But why don't we blink when our organizations are described as friendly or aggressive?
Abstract: Why don’t we blink when our organizations are described as friendly or aggressive? Why do we expect our organizations to care about our well-being? We argue that anthropomorphism—an attribution of ...

59 citations


Journal ArticleDOI
TL;DR: In this article, the authors examined whether employees' engagement in unethical pro-organizational behaviors may be caused by overidentifying with their organization, which yields a sense of psychological entitlement that fosters careerist orientation and counterproductive work behaviors.
Abstract: This study expands the behavioral ethics literature by unraveling how and when the malevolent side of organizational identification promotes unethical work behaviors (i.e., pro-organizational and self-interested). Specifically, we examine whether employees’ engagement in unethical pro-organizational behaviors may be caused by overidentifying with their organization, which yields a sense of psychological entitlement that fosters careerist orientation and counterproductive work behaviors. We also hypothesize that psychological entitlement has an indirect effect contingent on employees’ manipulative personality. We used a multi-wave, two-source research design and collected data from 306 employees and their peers in Pakistan’s service sector. The data support the mediated effect between organizational identification and unethical pro-organizational behaviors through enhanced feelings of psychological entitlement. We also found that the impact of organizational identification on psychological entitlement was more pronounced among employees with higher manipulative personality scores.

54 citations


Journal ArticleDOI
TL;DR: In this paper, the authors argue that the current debate fails to recognize the potential risks associated with CSR, and they focus on the risk of work addiction and suggest the existence of an array of unintended negative effects of CSR.
Abstract: Recent research highlights the positive effects of organizational CSR engagement on employee outcomes, such as job and life satisfaction, performance, and trust. We argue that the current debate fails to recognize the potential risks associated with CSR. In this study, we focus on the risk of work addiction. We hypothesize that CSR has per se a positive effect on employees and can be classified as a resource. However, we also suggest the existence of an array of unintended negative effects of CSR. Since CSR positively influences an employee’s organizational identification, as well as his or her perception of engaging in meaningful work, which in turn motivates them to work harder while neglecting other spheres of their lives such as private relationships or health, CSR indirectly increases work addiction. Accordingly, organizational identification and work meaningfulness both act as buffering variables in the relationship, thus suppressing the negative effect of CSR on work addiction, which weakens the positive role of CSR in the workplace. Drawing on a sample of 565 Swiss employees taken from the 2017 Swiss Public Value Atlas dataset, our results provide support for our rationale. Our results also provide evidence that the positive indirect effects of organizational CSR engagement on work addiction, via organizational identification and work meaningfulness, become even stronger when employees care for the welfare of the wider public (i.e., the community, nation, or world). Implications for research and practice are discussed.

54 citations



Journal ArticleDOI
TL;DR: In this paper, the authors explore the direct and indirect effects of ethical leadership on turnover intention in the banking industry in Jordan, specifically, the mediating effects of psychological empowerment.
Abstract: This study aims to explore the direct and indirect effects of ethical leadership on turnover intention in the banking industry in Jordan. Specifically, the mediating effects of psychological empowe...

Journal ArticleDOI
TL;DR: In this article, the authors explore the question of whether some employees engage in unethical behavior because they actually believe it is the right thing to do and explore this question in this article.
Abstract: Do some employees engage in unethical behavior because they actually believe it is the right thing to do? We explore this question in this article. Unlike other forms of unethical behavior, unethic...

Journal ArticleDOI
TL;DR: In this paper, the sequential effects of employee perceptions of corporate social responsibility (CSR), organizational identification (OI), higher-order quality-of-work-life (HQWL) and intention to stay (IS) were explored via structural equation modeling.
Abstract: This paper aims to explore the sequential effects of employee perceptions of corporate social responsibility (CSR), organizational identification (OI), higher-order quality-of-work-life (HQWL) and intention to stay (IS).,The survey responses were gathered from employees of a casino hotel company in the USA. All hypotheses were tested via structural equation modeling.,The results demonstrated that ethical and philanthropic CSR dimensions had significant direct effects on OI and indirect effects on HQWL via OI. OI had positive effects on HQWL (directly) and IS (directly and indirectly via HQWL). Both ethical and philanthropic CSR dimensions indirectly influenced IS via OI and HQWL, while economic CSR had a significant indirect effect on IS via HQWL.,This study addressed the lack of theory-driven empirical work on the relationship between CSR and employee retention by presenting new insights into how different dimensions of CSR can contribute for improving employee HQWL and IS via OI based on social identity theory (SIT) and social exchange theory (SET). In this study, the results may not generalize to other countries and cultures because the data arises from a casino hotel in the USA.,Based on the results, hospitality companies can improve employee OI, HQWL and IS by more effectively implementing different types of CSR programs.,This study provided support for the positive influence of CSR initiatives on hospitality employees in a controversial sector (i.e. casino hotels) in which there is a lack of empirical research.

Journal ArticleDOI
TL;DR: In this article, the authors examined sense of community, sense of responsibility, organizational commitment and identification, and PSM in predicting measures of employee engagement and engagement. But, they did not consider the role of organizational commitment.
Abstract: The present study has two aims. First, we examine sense of community, sense of community responsibility, organizational commitment and identification, and PSM in predicting measures of employee eng...

Journal ArticleDOI
TL;DR: In this paper, the authors examined the contribution of the psychological contract (PC) framework to the understanding of ethnic minority employees' employment relationships and adopted social exchange theory to explain how transactional, relational, balanced, and diversity-related PC breaches predict organizational citizenship behavior (OCB).

Journal ArticleDOI
TL;DR: In this article, the authors proposed a parallel-sequential multiple mediator conceptual model for assessing the nexus between CSR and employees' desire to have a significant impact through work in the airline industry.

Journal ArticleDOI
TL;DR: Building on work at the individual and organizational levels suggesting that an individual’s self-concept and an organization's identity are dynamic, this work relaxes the generally held assumption that individuals’ and organizations’ identities are static.
Abstract: Building on work at the individual and organizational levels suggesting that an individual’s self-concept and an organization’s identity are dynamic, we relax the generally held assumption that per...

Journal ArticleDOI
TL;DR: In this paper, the value of human resource management involves maximizing the value gained from human resource practices and policies, and past research shows that practices and policy are beneficial because they stre...
Abstract: Effective human resource management involves maximizing the value gained from human resource practices and policies. Past research shows that practices and policies are beneficial because they stre...

Journal ArticleDOI
TL;DR: It is revealed that organizational identity could directly affect nursing and can also indirectly affect nurses’ work engagement through the intermediary role of psychological resilience in face of the COVID-19 epidemic.
Abstract: Purpose: To explore how the organizational identity and psychological resilience affect work engagement of the front-line nurses in the prevention and control of coronavirus disease 2019 (COVID-19) and to establish the relationship model based on these factors Material and Methods: Convenience sampling was applied to collect questionnaire samples from 216 nurses (from 12 cities in 6 provinces) General information questionnaires, organizational identity scale (OIQ), psychological resilience scale (CD-RISC), and Utrecht Work Engagement Scale (UWES) were used as tools for data collection Results: Both organizational identification and psychological resilience had a positive impact on work engagement (r=0 457~0 669) The structural equation model indicated that psychological resilience had a significant partial mediating effect on the relationship between organizational identity and work engagement;the mediating effect value was 0 25, the overall effect value of work engagement was 0 73, and the mediating effect accounted for 34 2% Conclusion: Our results revealed that organizational identity could directly affect nursing It can also indirectly affect nurses’ work engagement through the intermediary role of psychological resilience In face of the COVID-19 epidemic, hospitals and nursing managers could improve the level of nurses’ job involvement by improving organizational identity, which in turn may have a positive effect on psychological resilience © 2020 Lyu et al

Journal ArticleDOI
TL;DR: In this article, the authors explore employees' PEB motivations from a positive externality/spillover perspective because such voluntary behaviors benefit actors other than the employees, namely, the hotels that employ them and the surrounding natural environment.

Journal ArticleDOI
TL;DR: The results demonstrate that organizational identification leads to adverse outcomes in the form of psychological entitlement, pro-social rule-breaking and unethical pro-organizational behavior through externally motivated organizational citizenship behavior, and a high-quality leader–member exchange relationship enhances these indirect effects of organizational identification.
Abstract: After more than two decades of research on the positive side of organizational identification, researchers have begun to realize that it also has a dark side that needs immediate consideration. With support from social identity theory, the current study sheds light on the understudied role of the dark side of organizational identification by investigating its indirect effects on (a) psychological entitlement, (b) unethical pro-organizational behavior, and (c) pro-social rule-breaking through externally motivated organizational citizenship behavior, taking leader-member exchange as a boundary condition. Two surveys were conducted to test the proposed moderated mediation model. Data for the study 1 was collected from employees (N = 356) working in the service sector (i.e., Universities, Banks and Telecommunication Organizations), whereas responses for study 2 were taken from employees (N = 259) working in the hospitality industry. A time-lagged research design was selected for both surveys to avoid common method bias. The results demonstrate that organizational identification leads to adverse outcomes in the form of psychological entitlement, pro-social rule-breaking and unethical pro-organizational behavior through externally motivated organizational citizenship behavior. Furthermore, a high-quality leader-member exchange relationship enhances these indirect effects of organizational identification. Several theoretical and practical implications, along with limitations and future research directions, are also discussed.

Journal ArticleDOI
TL;DR: In this article, a moderated-mediation model was developed and tested where employees' organizational identification mediates the relationship between their perceptions of organizational CSR initiatives and their work engagement and organizational citizenship behaviors.
Abstract: This paper contributes to growing research exploring employee attitudinal and behavioral reactions to organizational corporate social responsibility initiatives focused on environmental and social responsibility and sustainability. Drawing on social identity theory, we develop and test a moderated-mediation model where employees’ organizational identification mediates the relationship between their perceptions of organizational CSR initiatives and their work engagement and organizational citizenship behaviors, but this relationship is positive only when employees value the role of organizations in supporting environmental and social causes. In a survey of 250 employees from a variety of German organizations, across a range of industry sectors, our hypotheses were fully supported. Theoretical and practical implications are discussed.

Journal ArticleDOI
TL;DR: A framework to explore the effect of psychological contract fulfillment on gig workers’ task performance from the perspective of the mediation of organizational identification and the moderation of the length of service generates certain theoretical and practical implications for gig employment management in the sharing economy.
Abstract: Workers' isolation may occur in gig employment in the sharing economy, which generates a weak perception of the organization and unpredictable work performance. Drawing on social exchange theory, this paper proposes a framework to explore the effect of psychological contract fulfillment on gig workers' task performance from the perspective of the mediation of organizational identification and the moderation of the length of service. A total of 223 samples were recruited from Didi (a ride-hailing company in China) drivers. The results show that both transactional and relational psychological contract fulfillment can directly affect gig workers' task performance and also indirectly affect it via organizational identification. When the length of service for the current company is taken into consideration, transactional contract fulfillment, as the representation of a company's recognition of gig workers' effort, has a stronger effect on the organizational identification of gig workers who have been working for the company for less than a year compared with those who have been working for a longer period. The results show no difference in the relationship between relational psychological contract and organizational identification between the two groups. Transactional psychological contract fulfillment exhibits the same significant effect on gig workers' task performance in both groups. By contrast, relational psychological contract fulfillment has a stronger effect on long-serving Didi drivers than on those who joined the company within the year. These findings generate certain theoretical and practical implications for gig employment management in the sharing economy.

Journal ArticleDOI
TL;DR: In this article, the authors investigate employee trust in the leader as the underlying mechanism between transformational leadership and employees' organizational identification and their continuous improvement efforts, and the results support the hypothesized relationships.
Abstract: The purpose of this study is to investigate employee trust in the leader as the underlying mechanism between transformational leadership and employees’ organizational identification and their continuous improvement efforts.,Survey data were collected from 282 employees, working in 8 different private and public sector organizations from the banking, higher education, telecommunications and health sectors in Pakistan. Structural equation modeling was used to test the study hypotheses.,The results support the hypothesized relationships showing that trust in the leader partially mediates the relationship of transformational leadership with organizational identification and continuous improvement efforts.,This study relied upon cross-sectional data, which does not satisfy the conditions to establish causality.,The results of this study will help organizations and practitioners to understand the importance of trust between transformational leaders and followers, which ultimately results in higher organizational identification and continuous improvement.,Using the broader framework of social exchange theory (Blau, 1964), this study contributes to the extant employee – organization relationship literature by proposing and testing trust in the leader as an underlying psychological mechanism that can explain the impact of transformational leadership on employees’ organizational identification and their continuous improvement efforts.

Journal ArticleDOI
TL;DR: In this article, a tension between organizational and group identification is revealed, and it is shown that high group identification crowds out positive effects of organizational identification on intergroup strategic consensus, whereas group identification reduces it.


Journal ArticleDOI
TL;DR: In this article, the effect of perceived corporate social responsibility on employee behaviors such as turnover intention and workplace deviance with the mediation mechanism of organizational identification was examined, and it was shown that employees' perceived CSR is statistically and inversely related to their turnover intention, and this relationship is weakened with the moderation of abusive supervision.
Abstract: This study attempts to advance the current research debate on corporate social responsibility (CSR) at the micro-level by empirically examining the effect of perceived CSR on employee behaviors such as turnover intention and workplace deviance with the mediation mechanism of organizational identification. The boundary condition of group-level abusive supervision also enhances the novelty of this research. Social identity theory is used for hypotheses development. Multilevel data is collected from 410 middle managers working in thirteen commercial banks in Pakistan by conducting three surveys with temporal breaks. Our results suggest that employees’ perceived CSR is statistically and inversely related to their turnover intention and deviant behavior, along with the mediation mechanism of organizational identification. Further, this relationship is weakened with the moderation of abusive supervision. Specifically, our findings indicate that employees’ positive CSR perceptions minimize their undesired workplace behaviors through the mediation of organizational identification. But this effect becomes less effective with the contingency of abusive supervision. Our results reveal several means by which organizations can manage their CSR initiatives and human resources, for instance by concentrating on abusive supervision while evaluating their employees’ behavior.

Journal ArticleDOI
TL;DR: This article examined the effects of leader affiliative and aggressive humor on employee voice and proposed leader-member exchange (LMX) and organizational identification (OID) as two mediators.
Abstract: Drawing on social exchange theory and social identity theory, we examine the effects of leader affiliative and aggressive humor on employee voice and propose leader–member exchange (LMX) and organizational identification (OID) as two mediators. Analysis of data from 391 employees revealed that leader affiliative humor had a positive indirect effect on employee voice through LMX and subsequently through OID, while leader aggressive humor had a negative indirect effect on employee voice through LMX and subsequently through OID. We discuss the theoretical and practical implications of these findings.

Journal ArticleDOI
TL;DR: In this paper, the authors examined links between employee interaction with their organization's official Facebook page, social capital, and employee identification with the organization and found that employee identification was positively associated with the company.
Abstract: This study examined links between employee interaction with their organization’s official Facebook page, social capital, and employee identification with the organization. Results indicate employee...

Journal ArticleDOI
TL;DR: In this paper, the authors theorize that founder CEO succession decisions are dependent on the strength of these CEOs' organizational identification with their organizations. But they do not consider the role of organizational identification in the selection of a CEO.
Abstract: Drawing from the organizational identification literature, we theorize that founder CEO succession decisions are dependent on the strength of these CEOs’ organizational identification with their fi...