Organizational identification

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

The Good, the Bad, and the Ambivalent: Managing Identification Among Amway Distributors

Abstract: An ethnographic study of a network marketing organization examines the practices and processes involved in managing members' organizational identification. Specifically, it argues that this organization manages identification by using two types of practices: sensebreaking practices that break down meaning, and sensegiving practices that provide meaning. When both sensebreaking and sensegiving practices are successful, members positively identify with the organization. When either sensebreaking or sensegiving practices fail, members deidentify, disidentify, or experience ambivalent identification with the organization. A general model of identification management is posited, and implications for both theory and practice are offered.

Junior Army Officer Retention Intentions: A Path Analytic Model

Abstract: : This research tests a model of the determinants of retention intentions in a sample of recently commissioned (1984-1987), married, male, junior Army officers. Four variables--perceived Army career prospects, organizational identification, anticipated work/family conflict, and years of services--were specified as direct determinants of propensity to stay in the Army. Five additional variables (person/branch match, prior career orientation, current work satisfaction, operational support, and inspirational leadership) were hypothesized to have indirect effects on retention, operating through their influence on career prospects and identification. The predictions of the model were largely supported. Organizational identification had strong positive effects, and work/family conflict had strong negative effects on propensity to stay. Perceived career prospects and years of service also had significant, although smaller, positive effects. In combination, the direct determinants accounted for half of the variance in the dependent variable. Of the four antecedent variables predicted to influence Army career prospects, three had significant path coefficients (branch match, work satisfaction, and operational support received). All three variables hypothesized to affect organizational identification were significant (prior orientation toward a military career, operational support, and inspirational leadership), but they explained little (18%) of the variance in identification.

Assessing the Supervisor-Subordinate Relationship Involving Part-Time Employees

Abstract: Many college students have part-time jobs for a variety of reasons, including finances, skill enhancement, networking, personal satisfaction, and confidence. Part-time employees often differ from f...

Social Identifications in Organizational Behavior

Abstract: It has long been recognized that being a member of an organization can, sometimes to a significant extent, become part of how people see themselves. Such organizational identification is not without consequence. In organizational psychology and organizational behavior, the study of organizational identification took off when Ashforth and Mael (1989) proposed a conceptualization of it based on social identity theory (Tajfel & Turner, 1986). Since then, the study of social identity processes in organizations has flourished, in part because it has continued to draw on research in social psychology outside of the organizational domain (e.g., Hogg & Terry, 2000). In this chapter, we outline the development of the social identity perspective in organizational psychology and organizational behavior, noting along the way how this has been infused and continues to be infused by work in social psychology.

Am I treated better than my co-worker? A moderated mediation analysis of psychological contract fulfillment, organizational identification, and voice

Abstract: The purpose of this paper is to examine the direct and conditional indirect effects of employees’ perception of psychological contract fulfillment on their positive voice, i.e., promotive voice and prohibitive voice, through the integrated framework of the social exchange theory and the group value model.,Using a two-source data collection from the employee and supervisor, cross-sectional data were collected from 234 participants working in one of the leading non-profit organizations in Pakistan. After initial data screening, a confirmatory factor analysis was conducted to test for the factorial validity of the employed measures with AMOS. The hypothesized relationships were tested in regression analysis with Statistical Package for the Social Sciences.,The results of this study supported the integration of the social exchange theory with the group value model in explaining the direct and indirect positive effects of employees’ perception of psychological contract fulfillment on their promotive and prohibitive voices through the mediation of organizational identification (OID). Furthermore, it was also recorded that the indirect effect was conditional on the employees’ perception of the relative psychological contract fulfillment which significantly moderated the direct relationship between psychological contract fulfillment and OID. However, no such effect was recorded for the moderating effect of power distance orientation between OID and the both voices.,In addressing the recently published research calls, this study broadens the horizon of existing research on psychological contract and employee positive voice by investigating the mediating and the moderating factors that influence this relationship.