Organizational identification

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

Determinants of Financial Managers' Willingness to Engage in Unethical Pro-Organizational Behavior

Abstract: We examine how financial managers' willingness to engage in unethical pro-organizational behavior depends on various individual and organizational characteristics. Using survey data from 253 respondents we find that unethical pro-organizational behavior is lower when financial managers are close to retirement and when they work in high-growth or in publicly listed companies. We also find that it is positively associated with financial managers' organizational identification and with their bonuses contingent on financial performance targets but not with bonuses contingent on nonfinancial targets or subjective evaluations. We rely on a follow-up survey to reestimate the latter effects after controlling for unobserved individual heterogeneity in a changes model and find consistent results. Finally, we use another follow-up survey to compare our measure of the willingness to engage in unethical pro-organizational behavior to proxies for earnings management used in prior literature.

Relations of fit and organizational identification to employee-customer identification

Abstract: Purpose – The purpose of this paper is to examine a model of employee-customer identification (ECID) using two samples: nurses and cooperative extension frontline employees. The model posits that person-organization fit, person-job fit, and organizational identification are positively related to ECID. Design/methodology/approach – A recursive path-based structural model was employed to test seven hypotheses regarding the relationships between the two fit constructs, organizational identification, and ECID. Findings – In both samples, person-organization fit and person-job fit were positively related to organizational identification, and organizational identification was positively related to ECID. In the cooperative extension sample, person-job fit was positively related to ECID. Person-job fit was also indirectly related to ECID through organizational identification in both samples. Research limitations/implications – The results imply an important relationship between person-job fit and ECID that could ...

Correlates of organizational identification as a function of career pattern and organizational type.

Abstract: The purpose of this study was to examine individual and organization correlates of identification in two different types of organizations -- the Roman Catholic Church and research and development (...

It takes two to tango: The interactive effect of authentic leadership and organizational identification on employee silence intentions:

Abstract: Organizational silence is a state of affairs in which employees refrain from voicing problematic issues at work. It often results from the dilemma between considering the short-term interests of the leader, who might perceive voicing problems as disloyal, and the long-term interests of the organization, which might suffer severe costs because of silence. In this article we propose a theoretical model that bridges authentic leadership and organizational identification to test their joint effect on organizational silence responses (exit, loyalty and neglect). Based on previous work, we hypothesized that authentic leadership is positively related to employees’ loyalty (a passive yet constructive response). However, in dilemmatic situations this effect should be buffered by a high organizational identification (as a result of conflicting loyalties). Similarly, in such situations, we predicted that the influence of authentic leadership on employees’ destructive responses may be counter-productive if not matche...

Organizational identification moderates the impact of organizational justice on job satisfaction.

Abstract: Background Few studies concern the moderator effect of organizational identification between organizational justice and job satisfaction. Objective This study aimed to examine the trilateral relationship among organizational identification, organizational justice and job satisfaction, especially focus on the moderator effect of organizational identification. Methods 354 staffs completed the measures of organizational justice, organizational identification and job satisfaction. Results Hierarchical regression analysis showed that organizational identification moderated the association between organizational justice and job satisfaction. When staffs reported a low level of organizational identification, those with high organizational justice reported higher scores in job satisfaction than those with low organizational justice. However, the impact of organizational justice on job satisfaction was not significant in high organizational identification group. Conclusions Organizational identification can significantly moderate the impact of organizational justice on job satisfaction. The significance and limitations of the results are discussed.