Organizational identification

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

Telework and organizational citizenship behaviors: The underexplored roles of social identity and professional isolation

Abstract: TELEWORK AND ORGANIZATIONAL CITIZENSHIP BEHAVIORS: THE UNDEREXPLORED ROLES OF SOCIAL IDENTITY AND PROFESSIONAL ISOLATION by Lauren Mondo Kane Advisor: Professor Kristin Sommer Although telework—a flexible work arrangement in which employees work from a remote location at least some of the time—has been increasing in practice, little research has investigated its implications for employee behaviors and performance. The main focus of this study was to identify the mediating processes that explain the relationship between telework frequency and OCB performance, and to determine whether personality moderates the psychological consequences of teleworking. Survey data were collected from 286 teleworkers and 62 of their coworkers across organizations from a range of industries, jobs, and locations. Coworkers were recruited in order to assess teleworkers’ OCBs, but OCBs were also measured via teleworkers’ self-reports, as coworker ratings were more difficult to obtain. Two mediational processes were investigated: teleworkers’ perceptions of professional isolation, and their identification with their work group and their organization. Individual differences in proactive personality and need to belong were also assessed. Hypotheses positioning professional isolation and identification as partial mediators of the telework-OCB link were not supported. Also contrary to predictions, the personality variables of proactive personality and need to belong did not moderate the relationship between telework and these proposed mediators. However, a serial

Organizational Citizenship Behaviors In Relation To Job Embeddedness, Organizational Identification, Job Performance, Voluntary Turnover Intention In Korea.

Abstract: The purpose of this article is to do determine whether the positive or the negative association between Organizational Citizenship Behaviors and Job Embeddedness, Organizational Identification, Job Performance, Voluntary Turnover Intention in Korea. At Present, the organizational costs of leaving a job are often very high. It is not surprising, then, that employee retention has the attention of top-level managers in today's organizations. Recently, Mitchell, Holtom, Lee, Sablyski, and Erez(2001) focused on why people stay rather than on how they leave. In particular, they drew attention to the reasons people stay through their job embeddedness construct. They aggregated job embeddedness correlated with intention to leave and predicted subsequent voluntary turnover. More recently, According to Lee, Mitchell, Sablynski, Burton & Holtom(2004), job embeddedness was disaggregated into its two major subdimensions, on-the-job (that is, organizational fit, links, and sacrifice) and off-the-job embeddedness (that is, community fit, links, and sacrifice). They revealed that off-the-job embeddedness was significantly predictive of subsequent "voluntary turnover". Also, they revealed that on-the-job embeddedness was significantly predictive of organizational citizenship. They predicted that employee withdrawal occurs over time, with a decision about performing preceding a decision about participating. On the basis of situational and theoretical backgrounds as above, the purpose of this study is to examine the relationship between on-the-job embeddedness and job performance, voluntary turnover intention, organizational identification in Korean employees and the mediating effect of organizational citizenship behavior in that relationship. To empirical study for test a model as above, 300 structured questionnaires were distributed to Korean employees in Seoul, Busan, and Gyeongnam, Korea. 255 were finally analyzed. The results revealed that individuals' fit, links to the organization and organization-related sacrifice significantly had negative effects on voluntary turnover intention and positive effects on job performance, organizational identification and that Organizational citizenship behavior mediated the relationship between on-the-job embeddedness and job performance, voluntary turnover intention, organizational identification. Implications for managers in organizations are suggested.

Caring for the elderly but not for one’s own old employees? Organizational age climate, age stereotypes, and turnover intentions in young and old nurses.

Abstract: . We introduce organizational age climate (OAC) as the employee’s shared perception of age stereotypes within an organization and investigate its association with antecedents of turnover (i.e., turnover intention, organizational identification, and job satisfaction) and negative individual beliefs about older employees. Data from 397 nurses working in 45 German geriatric care units were analyzed within a multilevel design. Results show that more positive OAC is associated with lower levels of turnover intention and higher levels of job satisfaction, even after controlling for the organization’s social climate. Both associations are mediated by organizational identification. Our results show that OAC uniquely contributes to explaining variance in nurses’ turnover intention and thus deserves more attention both in research and practice.

Organizational Justice and Readiness for Change: A Concomitant Examination of the Mediating Role of Perceived Organizational Support and Identification.

Abstract: Survival in today's global economy requires organizations to be flexible and adapt readily to the ever-changing marketplace. However, more than 70% of organizational change initiatives fail, mostly due to employees' resistance to change. The literature has identified readiness for change (RFC) as an important cognitive precursor of resistance. A body of research has accordingly investigated the determinants of employees' RFC. In particular, RFC has been shown to be positively predicted by employees' perceptions of fair treatment. Little is known, however, on the mechanisms underlying this relationship. Relying on social exchange theory and social identity theory, this paper investigates the concomitant mediating role of perceived organizational support (POS) and organizational identification (OID) between overall justice and RFC. One hundred and forty-five employees of a company located in France participated in a survey-based study. Results of the path analyses indicated that POS mediates the positive effect of organizational justice on RFC, while OID does not act as a mediator in this relationship. As a whole, these results show the relevance of social exchange theory to better understand how employees become ready to change in organizational settings.