Organizational identification

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

Organizational identification, work engagement, and job satisfaction

Abstract: Purpose – Organizational identification refers to a person’s sense of belonging within the organization in which they work. Despite the importance of organizational identification for work-related attitudes and organizational behavior, little research has directly examined the mechanisms that may link these. The purpose of this paper is to provide an understanding of how organizational identification relates to job satisfaction. Design/methodology/approach – Adopting a social identity perspective, the authors present and test two models that describe work engagement and its constituent dimensions (vigor, dedication, absorption) as mediating the relationship between organizational identification and job satisfaction. Findings – Bootstrapped mediation analyses provided support for full mediation whereby there is an indirect (via work engagement) and positive effect of organizational identification on job satisfaction. Analyses also provided support for the mediating effects of the three dimensions of work e...

How and When Does Perceived CSR Affect Employees’ Engagement in Voluntary Pro-environmental Behavior?

Abstract: Scholarly interest in employees’ voluntary pro-environmental behavior has begun to emerge. While this research is beginning to shed light on the predictors of workplace pro-environmental behavior, our understanding of the psychological mechanisms linking the various antecedents to employees’ environmentally responsible behavior and the circumstances under which any such effects are enhanced and/or attenuated is incomplete. The current study seeks to fill this gap by examining: (a) the effects of perceived corporate social responsibility on employees’ voluntary pro-environment behavior; (b) an underlying mechanism that links CSR perceptions to these behaviors; and (c) a boundary condition to these relationships. Data from 183 supervisor-subordinate dyads employed in large- and medium-sized casinos and hotels in Guangdong China and Macau revealed that employees’ corporate social responsibility perceptions indirectly affect their engagement in voluntary pro-environmental behavior through organizational identification, and these effects are stronger for employees high in empathy.

Socialization Turning Points: An Examination of Change in Organizational Identification.

Abstract: This report identifies a gap between theory and research which plagues two areas of organizational inquiry, describes a method through which these concerns may be addressed, and describes a study which employed this method. Specifically, recent conceptualizations of organizational socialization and organizational identification view individuals as active participants in their relationships with organizations. Yet, research in both areas has over‐emphasized the organization's perspective and under‐emphasized the individual's. Turning point analysis is a method through which researchers may nisten” to participants’ points of view. It was used in a study reported here in order to help round out the relevant bodies of research. Retrospective interviewing was used to reconstruct the history and process of individuals’ socialization experiences over an eight‐month period. Fifteen types of turning points were identified. The results derived from turning point analysis are compared with conceptualizations of soci...

Social identity and social exchange: Identification, support, and withdrawal from the job

Abstract: Integrating insights from the social exchange perspective and the social identity perspective, we propose that evaluations of support received from the organization and its representatives and organizational identification interact to predict withdrawal from the job. The relationship of support with withdrawal is proposed to be weaker the more strongly employees identify with the organization. This prediction was confirmed in 2 samples focusing on different operationalizations of support and withdrawal. Study 1 explored the interaction between organizational support and organizational identification in predicting turnover intention; Study 2 investigated the link between supervisor support and organizational identification and absenteeism. The present study thus yields evidence that may lay the groundwork for further integration of social exchange and social identity analyses of organizational behavior.

The Relational Ecology of Identification: How Organizational Identification Emerges When Individuals Hold Divergent Values

Abstract: This research builds on theory about how identification develops when members differ in which organizational values they hold to be important. It is relatively well established that conflict and dis-identification arise under such conditions. In the socially responsible retail company I studied, in contrast, I found identification as well as dis-identification. Both outcomes emerged from members’ interactions with others whose values and behaviors differed from their own. Identification arose when managers interpreted and enacted organizational values for frontline employees by developing integrative solutions, removing ideology, and routinizing ideology. Dis-identification developed in the absence of these practices. The resulting process model suggests a relational ecology of identification, in which identification emerges from the combination of bottom-up interactive processes among organizational members and top-down interpretations and enactments by managers. This model advances understanding of the relational dynamics of identification, offers new insight into how organizations can benefit from multiple identities, and illuminates the double-edged sword of ideology in organizations