Organizational identification

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

How communication climate and organizational identification impact change

Abstract: The purpose of this paper is to examine why and how an open and participative communication climate matters for employee organizational identification and their change-specific responses, specifically employees’ attitudinal and behavioral reactions.,To test the hypothesized model, the authors conducted an online survey using a stratified and quota random sample of 1,034 US employees working in diverse industry sectors in June of 2018, with the assistance of a premier global provider of survey services, Survey Sampling International. To test the hypothesized model, structural equation modeling analysis was employed using AMOS 24.0 software.,An open and participative communication climate directly contributes to employee affective commitment to change and behavioral support. Communication climate featured by openness and participation boosts employee identification with the organization, which leads to positive employee reaction to change. When employees identify with the organization, they tend to believe in the inherent value of the change and are more likely to support the change initiative in action through cooperation and championship.,Theoretically, the study contributes to the change management and communication literature by focusing on the role of communication climate in inducing employee reaction to organizational change. Practically, the study offers insights for change managers, internal communication professionals and organizational leaders. Organizational leaders need to be open, create a trusting atmosphere and actively involve employees in the decision-making process. Organizational leaders and communicators should also strive to boost employee identification with the organization, especially during change.

From victim to saboteur: Testing a moderated mediation model of perceived undermining, state hostility, and service sabotage

Abstract: By integrating affective events theory and insights from the displaced aggression literature, the purpose of this paper is to highlight that state hostility can serve as an explanation for how perceived undermining by co-workers leads to antagonistic consequences. Distress tolerance and organizational identification are theorized to moderate the hypothesized relationships that are investigated in this study.,PROCESS macro developed by Hayes (2013) was used to test all the hypotheses by using time-lagged, multi-source data collected from 218 Chinese employees associated with the service industry.,The paper finds that state hostility seems to trigger unethical behavior on the part of employees resulting in service sabotage. It is concluded that perceptions of undermining are positively linked to employees’ hostility, which in turn drive service sabotage behavior. Furthermore, employee distress tolerance weakens the effects of perceived undermining on employees’ state hostility, while organizational identification alleviates the effect of employees’ hostility on service sabotage behavior.,This study not only highlights the outcomes of perceived coworker undermining, the mechanism through which it occurs, and the moderating effects of given factors, but also provides insights to the organizations for managing service sector employees so that they can more effectively interact with customers. The findings suggest that employees with high organizational identification are less involved in service sabotage, thus, such measures are necessary to take which help employers to enhance employees’ organizational identification. The authors also suggest managers to clearly communicate the adverse consequences which employees could have to face if they exhibit unethical behavior.,This study addresses the question: when and how perceived coworker undermining affects customers’ services. To date, most of the existing literature considered customers’ negative event and customers’ mistreatment as an antecedent of employees’ service sabotage. However, this study concluded that these are not the only reasons for employees’ service sabotage, employees’ interpersonal mistreatment which occurred beyond customers’ interaction also causes service sabotage.

Cross-lagged relations between perceived leader-employee value congruence and leader identification

Abstract: Building on similarity-attraction theory and extending research on person–organization value congruence and organizational identification, this study examines the relationship between perceived leader–employee value congruence and leader identification. Using a two-wave design, data were collected twice with a 6 months’ time lag from a sample of 282 employees. Utilizing cross-lagged analyses, we examined bidirectional effects between perceived leader–employee value congruence and leader identification. The results provided support for the positive relationship of perceived leader–employee value congruence (Time 1) to leader identification (Time 2) but could not exclude the possibility of a bidirectional relationship. Overall, the study highlights the importance of value congruence for identification processes. Practitioner points HR professionals should put emphasis on values when matching leaders and employees as the employees’ overall assessment of value fit between the leader's and the employees’ values plays an important role in the employees’ identification with the leader. As more support was found for perceived leader–employee value congruence affecting leader identification than vice versa, there should be a greater focus on the employee's overall assessment of value fit with the leader than whether the employee identifies with the leader.

The relationship between organizational identification and internal whistle-blowing: the joint moderating effects of perceived ethical climate and proactive personality

Abstract: Based on the theory of planned behavior, this paper explores the relationship between an employee’s identification with the employing organization (organizational identification) and the employee’s intention to whistle-blow via organizational internal channels (internal whistle-blowing intention), incorporating a joint moderator that combines perceived ethical climate and proactive personality. After analyzing data from 726 employees in China, the results show that organizational identification is positively associated with internal whistle-blowing intention and that the relationship is jointly moderated by perceived ethical climate and proactive personality, i.e. organizational identification more positively predicts internal whistle-blowing intention in individuals who have a high proactive personality and perceive a strong ethical climate. The results are discussed in terms of the implications for theory and practice.