Organizational identification

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

Why Do We Work? Empirical Evidence on Work Motivation and the Effects of Management Control System Design on Work Motivation

Abstract: Building on the concept of perceived locus of causality (PLOC), this study examines: 1) whether individual work motivation can be classified with the four orientations in the PLOC framework: intrinsic, identified, introjected, and external; 2) the effects of management control system design choices on each motivational orientation; 3) and the consequences of each motivational orientation on employee behavior. We address these research questions using an online survey of 592 U.S. employees from diverse industries and professions. We have the following findings: First, we develop and validate a scale of PLOC work motivation (PLOC-WM) and find that the four motivational orientations are distinct from each other and multiple motivations coexist within individual respondents. Second, we find that management control systems influence individual motivational orientations, incremental to individual personality effects. Finally, we find that motivational orientations have significant impact on individual effort, creativity, organizational identification, organizational citizenship behavior, and turnover intentions. We make a methodological contribution by developing and validating a scale of PLOC work motivation, which goes beyond the traditional intrinsic/extrinsic dichotomy and recognizes a richer range of motivation orientations. The scale we develop and the empirical evidence we provide on the links between control system design, motivation orientation and employee behavior will advance future accounting research on work motivation.

A dynamic reframing of the social/personal identity dichotomy:

Abstract: For decades, scholars in organizational and social psychology have distinguished between two types of identity: social and personal. To what extent, though, is this dichotomy useful for understandi...

Millennials’ intention to stay and word-of-mouth referrals

Abstract: The purpose of this paper is to investigate the mediating effect of organizational identification in the relationship between person-organization fit and intention to stay as well as word-of-mouth referrals. The study also examines the role of perceived external prestige as a moderator of the relationship between organizational identification and intention to stay and word-of-mouth referrals.,Data were collected from 2,649 millennial employees working in various companies located within the Central Thailand Industrial Estates. The hypothesized relationships were tested and analyzed by means of a confirmatory factor analysis, structural equation modeling, hierarchical regression and a bootstrapping procedure.,The results revealed that the direct relationships between person-organization fit and intention to stay as well as word-of-mouth referrals were found to be partially mediated by organizational identification. In addition, perceived external prestige was found to have a moderating effect on the relationship between organizational identification and word-of-mouth referrals, but found no effect on employee retention.,The current research took place among the millennial workers in Thai organizations, which needs to be extended to other generational cohorts or different culture settings for more generalization.,The results imply that managers should routinely assess and monitor person-organization compatibility, and ensure that corporate cultures, values and norms are properly communicated and mutually shared among the millennial workers. The aim is to inspire them to perceive better fits and proudly identify with their workplace. Such efforts are likely to induce not only retention, but also should encourage word-of-mouth referrals.,This study extends existing knowledge by assessing the relationships among person-organization fit, organizational identification and perceived external prestige as well as their impacts on intention to stay and word-of-mouth referrals by millennial employees, which has not been extensively investigated in the literature.

Self-Monitoring and Organizational Identification as Moderators of the Effects of Proactive Personality on the Transfer of Learning in the Workplace: A Theoretical Inquiry

Abstract: The goal of this article is to introduce organizational identification and self-monitoring as potential moderators in the relationship between proactive personality and the transfer of learning. Training investments often fail to deliver the desired and expected outcome and it has been reported that despite the vast amounts of money organizations spend on employee training, only 10 to 15% of it is transferred back to the workplace. This article offers an explanation of the training transfer phenomenon and helps determine whether moderators facilitate or inhibit the learning transfer process. The article proposes that self-monitoring and organizational identification moderate the effects of personality on learning transfer and facilitates the learning transfer process because individuals who are high self-monitors may want to demonstrate all that they have learned in the training program in order to impress their co-workers, and boss; and individuals who strongly identifies with a firm are concerned with its well being and will ensure that they learn and transfer the training back to the workplace to ensure that their organization performs effectively. Finally, several guidelines for practitioners are considered. Introduction In this article, the authors explore the possibility that organizational identification and self monitoring moderates the relationship between proactive personality and learning transfer. Research has begun to move from merely examining personality as a main effect (Barrick, Parks, & Mount, 2005) (i.e., Is personality related to performance?) to a focus on the moderating or mediating effects explaining how personality influences performance (i.e., What conditions facilitate or constrain the influence of personality on performance?). The latter approach can be taken to examine the relationship between proactive personality to learning transfer and to investigate whether organizational identification and self monitoring moderates the relationship. Learning Transfer Transfer of learning or training transfer refers to the application of knowledge and skills learned on the job to another learning situation. For transfer to occur, learned behavior must be generalized to the job context and maintained over a period of time on the job (Baldwin & Ford, 1988). Given the significance of formal training programs for organizational effectiveness, it is imperative that organizations design and implement training programs in the most effective manner and that they understand the factors that contribute to training effectiveness (Facteau et al., 1995). Training is recognized as a primary solution for performance improvement and organizations allocate significant human and financial resources to training; therefore, there is a continuous need to explore the determinants of successful skill transfer. Organizations spend an immense amount of money and time on training to facilitate employees' learning of job related competencies; organizations wishing to enhance return on investment (ROI) from learning and training investments must understand all factors affecting transfer of learning, and intervene to minimize factors inhibiting transfer (Holton, Bates, & Ruona, 2000). According to an ongoing industry report, US companies spent more than $58.5 billion on training in 2007 (Dolezalek, 2007). According to Mount and Barrick (1998) there remains a relative void in the literature regarding personality dimensions and training outcomes and this research gap should be addressed because in the light of various training environments and training design considerations, it is theoretically and practically useful to examine which personality traits may be more effective in predicting individuals' standing on key criterion constructs related to learning processes (Ford & Oswald, 2003). Hogan, Hogan, andRoberts (1996) advocate considering personality dimensions in combination when analyzing performance, because the way each trait operates depends on other traits. …

High-Power Distance Is Not Always Bad: Ethical Leadership Results in Feedback Seeking.

Abstract: Feedback seeking relates positively to organizational identification and task performance. However, an individual generally views seeking feedback as risky. It remains unclear whether, why, and when ethical leadership impacts on feedback-seeking behavior. This research aimed to explore the mediating role of psychological safety in the relationship between ethical leadership and nurses' feedback seeking and to further explore the moderating effect of power distance in this mechanism. After eliminating invalid surveys, the sample included 458 pairs. The SPSS PROCESS macro was used for the data analysis. The results indicate that ethical leadership positively affected nurses' feedback-seeking. Ethical leadership influences feedback seeking through psychological safety. With high power distance, ethical leadership significantly positively influenced psychological safety and then positively affected feedback-seeking behavior. In sum, in the context of high-power distance, ethical leadership is especially important for psychological safety and feedback-seeking behavior.