Organizational identification

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

How do leaders' positive emotions improve followers' person–job fit in China? The effects of organizational identification and psychological safety

Abstract: Although a plethora of literature has developed person–job fit theory, how leaders' emotions affect followers' person–job fit has received insufficient attention. Drawing on emotions as social information (EASI) theory, the present research study investigated the impact of leaders' positive emotions on person–job fit and further explained the mediating role of psychological safety and the moderating effect of organizational identification.,Data were collected from 319 Chinese employees nested in 67 teams, and a cross-level design was adopted to examine the research hypotheses.,The results indicated that individual-level psychological safety played a mediating role in the cross-level relationship between team-directed leaders' positive emotions and individual-level person–job fit. Moreover, the authors found a cross-level moderating effect of team-level organizational identification.,This present research empirically showed that leaders displaying positive emotions in the workplace benefited followers' perceptions of psychological safety, which in turn improved followers' attitudes towards their job in management practice. In addition, organizational identification could positively advance this process.,This study is the first to evaluate the operational mechanism of leaders' emotion on followers' perceived person–job fit in the Chinese context. Person–job fit has primarily been investigated as a driver of employee outcomes in the previous research studies. These studies focussed on whether and how leaders' emotions improve followers' person–job fit.

Fostering Work Engagement through State and Trait Trust: Evidence from Irish University Research Centres

Abstract: The central aim of this research was to examine the impact of state and trait trust on employees’ levels of work engagement. More specifically, in this study, the three forms of state trust - trust in top management, trust in direct supervisor and trust in team members, as well as trait trust (trust propensity) - were hypothesised as antecedents of work engagement. Furthermore, it was proposed that organizational identification, affective commitment to the supervisor and team psychological safety will mediate the effects of trust in top management, trust in direct supervisor and trust in team members on work engagement respectively. Finally, the relationship of work engagement with a variety of work outcomes such as, in-role job performance, innovative work behaviour, feedback seeking, error communication and organizational commitment, as well as the mediating effects of learning goal orientation on these relationships were investigated. Using survey data from 152 research scientists, drawn from six university science research centres operating in Ireland, the hypotheses were tested through hierarchical multiple regression analyses. The results of this study showed that as hypothesised, organizational identification, affective commitment to the supervisor, and team psychological safety fully mediated the effects of trust in top management, trust in direct supervisor, and trust in team members on work engagement respectively. Moreover, the findings of this study indicated that trust propensity was also positively and significantly related to work engagement. Additionally, it was found that learning goal orientation partially mediated the effects of work engagement on in-role job performance, innovative work behaviour, feedback seeking and error communication, while it did not mediate the relationship between work engagement and organizational commitment. On the basis of these findings, recommendations were made for the management of research centres and for future research directions.

Person-Organization Fit on Prosocial Identity: Implications on Employee Outcomes.

Abstract: This study examined the relationship between person-organization (PO) fit on prosocial identity (prosocial PO fit) and various employee outcomes. The results of polynomial regression analysis based on a sample of 589 hospital employees, which included medical doctors, nurses, and staff, indicate joint effects of personal and organizational prosocial identity on the development of a sense of organizational identification and on the engagement in prosocial behaviors toward colleagues, organizations, and patients. Specifically, prosocial PO fit had a curvilinear relationship with organizational identification, such that organizational identification increased as organizational prosocial characteristics increased toward personal prosocial identity and then decreased when the organizational prosocial characteristics exceeded the personal prosocial identity. In addition, organizational identification and prosocial behaviors increased as both personal and organizational prosocial identity increased from low to high.

The mediating role of relative communicative behavior on the relationship between ethical leadership and organizational identification

Abstract: The purpose of this paper is to examine the underlying process of a relative leader–member dyadic communication behavior linking association between ethical leadership and organizational identification in Malaysia’s diverse workplace.,Based on relational dyadic communication, social comparison and social identity theories, the authors develop a mediation model. The model illustrates the link between the relative leader–member dyadic communication behavior processes, ethical leadership and organizational identification. The model was tested on a sample of 273 group members from 58 groups working in large government link corporations in Malaysia.,Results of hierarchical regression analysis provide support for the model. The authors found that ethical leadership was positively related to relative leader–member dyadic communication behavior based on the norms and values of budi context. Budi is a social norm in the Malaysian context that helps employees to know how they should interact with others. Budi is manifested through the use of language and should be used or present in the interactions or conversations with others.,The relative shared norms and values of budi mediate the relationship between ethical leadership and organizational identification after controlling for the perception of individual leader–member dyadic communication behavior on norms and values of budi.