Organizational identification

About: Organizational identification is a research topic. Over the lifetime, 1988 publications have been published within this topic receiving 97047 citations.

Social Identity and Corporate Mergers

Abstract: Corporate mergers require proper human resources management to reach their financial and strategic objectives and minimize negative consequences for employee well-being. Understanding the antecedents of employees' identification with the merged organization during the corporate merger is crucial, because stronger post-merger identification results in less conflict and higher levels of motivation. Unfortunately, employees often identify more strongly with their pre-merger organizations than with the merged organization. One influential approach to understanding the processes underlying organizational identification is the social identity approach (Tajfel & Turner, 1986; Turner, Hogg, Oakes, Reicher, & Wetherell, 1987). Research applying this perspective to organizational mergers shows that levels of identification with the merged organization are partly explained by status and dominance differences of the involved organizations, by motivational threats and uncertainties during the merger, and by the representation of the post-merger identity. Leaders and managers of corporate mergers are able to influence these processes and, thus, to provide a path for successful merger integration. © 2011 The Authors. Social and Personality Psychology Compass

Communication and Member Disengagement in Planned Organizational Exit

Abstract: The processes by which members prepare to exit organizations have received little attention in socialization research. This study investigates an important area of organizational exits—members' planned exit—in which the time of exit is predetermined at entry. Utilizing 31 interviews with departing sorority members at two universities, we examine communication and organizational identification as members disengage. The data and resulting Model of Planned Organizational Exit demonstrate that members transition across three substages—Focus on the Future, Focus on the Present, and Focus on the Past and Future—characterized by different critical incidents, participation, communication between members, and anticipatory deidentification.

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...

Faith-Based Organizational Communication and its Implications for Member Identity

Abstract: This study demonstrates inherent tensions in the organizational communication practices of churches and links to members' individual and organizational identities. Ethnographic data from a large Baptist church revealed three competing speech codes which comprised the discourse of church meetings: keep the faith (emphasizes R/S values and spiritual disciplines such as prayer), secular thinking (stresses business concerns/trends and lauds codified standards/goals for decision-making), and business as usual (underscores mechanistic routines). This study offers insight into how these codes are negotiated by pastors, staff, and congregational leaders through processes described as code jumping, compartmentalizing, and trumping. Finally, this study advances practical understandings of the role that interaction in formal meetings (i.e., a situated activity) has in shaping the identities of pastors and non-pastors.

The Relationship between Organizational Commitment, Organizational Identification, Person-Organization Fit and Job Satisfaction: A Research on IT Employees

Abstract: IntroductionRetaining highly effective employees is important for an organization to create a competitive advantage (Niederman et al., 2007; Joshi and Agarwal, 2011) and long term organizational success regardless of the sector in which an organization operates (Groves, 2011; McDonnell, 2011). The Information Technology (IT) field is no exception (Hsu et al., 2003). Information technology is a dynamic and essential part of every business organization. IT professionals with organization-specific knowledge and skills acquired through experience and training referred to as intellectual assets and human capital are delivering a fastgrowing contribution to corporate competitiveness that can go beyond the operation of the business. The capacity to capitalize these assets is reduced when IT professionals become dissatisfied with their work environments and lose motivation to perform successfully. Their commitment to the organization becomes less and they may leave the organization accordingly. In order to protect these intellectual assets, IT professionals should be in work environments that positively affect their organizational attitudes and behaviors. The purpose of the present study is to determine the impact of job satisfaction, organizational commitment, identification and person-organization fit on the organizational performance for IT employees working in a Turkish government organization. The study also aims to examine the relationship between job satisfaction, organizational commitment, identification and person-organization fit. The Information Technology sector in Turkey, demands for highly knowledge-based resources and it is one of the fastest growing industry, leading to a significant increase in the demand for skilled workforce. Employee retention is a very important challenge for organisations due to the need for talented employees who seek to satisfy their own individual demands. The IT field in particular is confronting brazenly high turnover (Allen et al., 2009; Coombs, 2009; Ghapanchi and Aurum, 2011). This high turnover causes the costs for recruitment and selection, but also hidden costs such as low motivation and the loss of distinctive skills and tacit corporate knowledge (Holtom et al., 2008; Moore and Burke, 2002; Owens and Khazanchi, 2011). The IT field is remarkably challenging given the existing discrepancy between supply and demand of skilled individuals in the IT job (Owens and Khazanchi, 2011). Research aiming on the retention of employees in the IT environment has received great attention over the past 20 years (Gqubule, 2006; Ramakrishna and Potosky, 2002; Van der Merwe, 2008). This has contributed to researchers to review the factors that influence individuals' job satisfaction and organisational commitment within the IT environment (Lumley, 2010).Spector (1997) states that job satisfaction as powerful motivator effects on people's attitude towards their jobs and various aspects of their jobs. It is affected by personal and organizational factors, which cause an emotional reaction affecting organizational commitment (Mowday, Steers and Porter, 1979). Besides, the consequences of job satisfaction include better performance and a reduction in withdrawal and counterproductive behaviours (Morrison, 2008). Since job satisfaction encompasses employees' affect or emotions, it influences an organisation's well-being with regard to job productivity, employee turnover, absenteeism and life satisfaction (Sempane, Rieger and Roodt 2002; Spector, 2008). Motivated employees are vital to an organisation's competitiveness, and therefore understanding people in their jobs and what motivates them could be a driving force in strengthening organisational commitment (Schein, 1996). Couger and Zawacki (1978) identified the different forms of motivation as well as other appearances among Information Technology personnel such as IT managers in general have both lower social needs and higher growth needs than other managers (Couger, Zawacki, and Opperman, 1979). …