Organizational identification

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

Influence of Internal Communication on the Organizations’ Performance: Proposition of Model

Abstract: The aim of study was to develop a model to identify the influence of communication, organizational identification and trust on the organizations’ performance and proposition of model. The research was descriptive and quantitative, and it was conducted in a soft drink Industry, in Brazil. Hypotheses (n=9) were raised and was applied a questionnaire for 310 employees, considering the constructs: Internal Communication, Trust in the Co-workers, Trust in the Manager, Organizational Identity and Performance. The results showed that the hypotheses H1, H3 and H7 were confirmed. The higher the organizational identification, the greater will be the trust in the manager and the performance. In H4, the study confirmed that there is a lower influence of the Internal Communication on Performance. Thus, the Internal Communication does not support the Performance. Although the direct effect on Performance is contrary (-0.139), the indirect effect was positive (0.476), generating a total effect of 0.337.

Linking Organizational Identification to Job Embeddedness in Indian Context: Role of Job Satisfaction and Perceived Organizational Support

Abstract: The study was undertaken to link organizational identification with job embeddedness in Indian context. Literature review suggested that though there is a case for linking these two variables there are hardly any study which has empirically tried to explore this relationship particularly in Indian context. For addressing this gap in the literature, a survey was conducted using established scales. In all 325 usable survey responses from executives working in various sectors in India were analyzed using regression analysis. The results show that organizational identification and job embeddedness are strongly related. However, hypotheses stating that the perceived organizational support and job satisfaction will accentuate this relationship were not supported. These findings along with the finding that organizational identification and job embeddedness are strongly related, throws up a few implications for the practicing managers. Overall this study attempts to contribute to the literature by empirically examining the relationship between organizational identification and job embeddedness as the existing literature on this relationship is scant. Moreover, the context of the study being India, the findings of the study will contribute to the implications for practicing managers in India for arresting employee turnover.

Does Affective Commitment Mediate the Relationship between Person-Organization Fit and Organizational Identification?

Abstract: The purpose of this study is to analyze the mediating effects of affective commitment in the relationship between person-organization fit and organizational identification. The paper develops a conceptual framework based on a theory and literature review. Person-organization fit was approached as the degree of similarity between the personal values and organizational values. The group of participants is employees from different companies that belong to different sectors. Research scale was answered by 285 participants and statistical package is used to test hypothesis and research questions. According to results of regression analysis, the mediating variable role of affective commitment is supported in the relationship between person-organization fit and organizational identification. The findings imply that managers should pay attention the person-organization value fit when selecting new employees.

Servant Leadership to the Test: New Perspectives and Insights

Abstract: ____ In support of the growing adoption of servant leadership and empirical evidence of its effectiveness, this dissertation expands on the applicability of servant leadership in different organizational and relational contexts. Two of a total of four empirical studies were focused on contrasting organizational perspectives. The first study allowed developing a new short measure of servant leadership which can be particularly suited for shared leadership assessments. Through this instrument it was possible to observe that shared servant leadership in small self-managed teams positively affected team behavioral integration and performance. A second study showed that servant leaders can be effective in ensuring workforce engagement during significant and uncertain large scale change processes through increased organizational identification and psychological empowerment. The two other studies of this dissertation emphasized relational factors. The third study allowed for a better understanding of the interaction between the virtuous and the action side of the servant leader. In particular, the virtuous side, which rests on an attitude of humility and standing-back, amplifies the impact of the action side on follower engagement, but this effect is only evident when the leader is in a high position of power. The fourth and last study focused on differences between self and other perceptions of leadership and had as main conclusion that servant leaders seem to under-estimate their own leadership behavior, confirming their humble nature. Finally, this dissertation provides also additional evidence on the potential validity of servant leadership across different national cultures.