Topic
Organizational identification
About: Organizational identification is a research topic. Over the lifetime, 1988 publications have been published within this topic receiving 97047 citations.
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01 Aug 2002
TL;DR: A more thorough treatment of ways an individu... as mentioned in this paper has called for the consideration of an expanded model of identification, which would include a more complete treatment of the ways an individual can be identified.
Abstract: Recent research in the organizational identification field has called for the consideration of an expanded model of identification, which would include a more thorough treatment of ways an individu...
9 citations
01 Jun 2013
TL;DR: In this paper, the authors examined the effects of pay differentials on financial performance and employee turnover in Korea by considering a critical employee-based factor: organizational identification, and they found that while the positive relationship between pay differential and financial performance became weaker, the relationship with turnover became stronger when employees' organizational identification was high.
Abstract: This research examines the effects of pay differentials on financial performance and employee turnover in Korea by considering a critical employee-based factor: organizational identification. Incorporating tournament theory and social identity theory, authors theorize that pay differentials increase financial performance and employee turnover without considering employees’ organizational identification. If considered, however, whereas the positive effects of pay differentials on financial performance will be weaker, the effects on turnover will be stronger. Using a sample of Korean cross-industry firms, results show pay differentials have a positive influence on only financial performance. Also, as predicted, while the * This study was financially supported by the Institute of Management Research at Seoul National University. ** Doctoral Candidate, Seoul National University, 1 Daehakro Kwanak-gu, Seoul 151-916, Korea, intel22@snu.ac.kr *** Corresponding author. Professor, Seoul National University, 1 Daehakro Kwanakgu, Seoul 151-916, Korea, Phone: 82-2-880-8797, sk2@snu.ac.kr **** Visiting Scholar, Institute of Industrial Relations, Seoul National University, 1 Daehakro Kwanak-gu, Seoul 151-916, Korea, hyoon98@snu.ac.kr 44 Seoul Journal of Business positive relationship between pay differentials and financial performance became weaker, the relationship with turnover became stronger when employees’ organizational identification is high. Theoretical and practical implications for strategic pay structures are discussed.
9 citations
TL;DR: In this article , the authors present a Social Identity Model of Organizational Change (SIMOC) and test this in the context of employees' responses to a corporate takeover, which suggests that employees will identify with the newly emerging organization and adjust to organizational change more successfully the more they are able to maintain their pre-existing social identity (an identity maintenance pathway) or to change understanding of their social identity in ways that are perceived as constituting identity gain.
Abstract: This paper presents a Social Identity Model of Organizational Change (SIMOC) and tests this in the context of employees' responses to a corporate takeover. This model suggests that employees will identify with the newly emerging organization and adjust to organizational change more successfully the more they are able to maintain their pre-existing social identity (an identity maintenance pathway) or to change understanding of their social identity in ways that are perceived as constituting identity gain (an identity gain pathway). We examine this model in the context of an acquisition in the pharmaceutical industry where 225 employees were surveyed before the implementation of the organizational change and then again 18 months later. In line with SIMOC, pre-change identification predicted post-change identification and a variety of beneficial adjustment outcomes for employees (including job satisfaction, organizational citizenship behavior, lower depression, satisfaction with life, and post-traumatic growth) to the extent that either (a) they experienced a sense of identity continuity or (b) their supervisors engaged in identity leadership that helped to build a sense that they were gaining a new positive identity. Results showed a negative impact of pre-change organizational identification on post-change identification and various adjustment outcomes if both pathways were inaccessible, thereby contributing to employees' experience of social identity loss. Discussion focuses on the ways in which organizations and their leaders can better manage organizational change and associated identity transition. (PsycInfo Database Record (c) 2022 APA, all rights reserved).
9 citations
01 Jan 2013
TL;DR: In this article, the authors examined the importance of interpersonal relationship quality, perceived prestige of an organization, and strength of organizational identity for employee loyalty and found statistically significant relationships between all variables studied.
Abstract: Employee loyalty represents one of the key issues in human resource management. While there are many reasons for employees to remain loyal to the company employing them, two general categories of sources of loyalty stand out. First, employee propensity to stay in an organization is often related satisfaction of their material needs (Ralytė, 2010, Žaptorius, 2007). On the other hand, importance of non-material needs is also often emphasized (e.g. Bakanauskienė, Ubartas, 2009; Lakacauskaitė, 2012). In times of economic crisis, when organizations are not always capable of meeting material aspirations of the employees, the question about other sources of loyalty comes to the forefront. Among such other sources are quality of interpersonal relationships, organizational identity and perceived prestige of an organization. Addressing this practical challenge requires careful examination of theoretical aspects of the issue. The variables of employee loyalty, organizational identity and interpersonal relationship quality have been studied quite extensively. For example, the issue of employee loyalty has been examined by D. Savareikienė, L. Daugirdas (2009), V. Legkauskas (2000) provided in depth-analysis of identity, J. Vveinhardt (2009) conducted revealing research on importance of interpersonal relationships between employees. Also, J. Almonaitienė (2007) studied relationship between organizational identity and employee loyalty. However, there is a lack of research aimed at empirical determination of relationship between various “soft” factors affecting employee loyalty. Thus, the purpose of the present study was to examine the importance of interpersonal relationship quality, perceived prestige of an organization, and strength of organizational identity for employee loyalty. Subjects in the study were 139 employees working for various organizations in Lithuania. Organizational identity was measured using Organizational Identification Scale (Mael, Tetrick, 1992), interpersonal relationship quality was assessed by means of the High-Quality Connections Questionnaire developed by J. E. Dutton, E. D. Heaphy (2003) and perceived organizational prestige was measured by the questionnaire of F. A. Mael and B. E. Ashforth (1992). In order to assess employee loyalty, a scale was developed for the present study on the basis of various larger questionnaires (Victor, Cullen 1988, cit. from Maesschalck, 2005; Konowsky, Organ, 1996; Lin et al., 2010; Homburg, Stock, 2000, cit. from Matzler, Renzl, 2006; Jun, Cai, Shin, 2006). Results of the study revealed statistically significant relationships between all variables studied. Better interpersonal relationship quality was linked to stronger organizational identification and more perceived organizational prestige. The study also revealed that the “soft” factors – interpersonal relationship quality, organizational identification and perceived organizational prestige – explained 88.7 % of employee loyalty. These finding points out to a very important fact in human resource management – while employees may often cite the “hard” factor of wages as the key source of their loyalty, the “soft” factors examined in the present study in fact exert stronger, albeit unconscious influence. It should be noted, that the cross-sectional nature of the present study does not allow for a definite conclusion about cause and effect relationships between the variables studied. In order to prove existence of such relationship, longitudinal studies conducted in various types of organizations are necessary.
9 citations
TL;DR: In this paper, the authors examined the effect of social identification on ego depletion of project managers via interorganizational and intraorganizational tasks and found that project managers with strong project identification undertake more interorgan organizational tasks and less intra-organizational task, which increases their ego depletion.
9 citations