Organizational identification

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

Toward a Psychosocial Model of Employees’ Participation in Corporate Social Responsibility. Evidence from Italian Small and Medium-Sized Enterprises

Abstract: Research has demonstrated that corporate social responsibility (CSR) is a predictor of employees’ shared and personal organizational identity processes and work attitudes. However, there is limited...

Employee Ownership and Organizational Identification: - The Role of Types of Employee Ownership

Abstract: AB STRA CT Key questions being studied are: Will employee collective owners identify more strongly with their organization than employees working in a private conventionally owned firm? Will employee collective owners identify more strongly with the organization than employees holding shares individually in a private conventionally owned firm? 416 employees in an employee-owned shipyard are compared with 353 employees in a conventionally owned firm. The design – a natural occurring experiment is unique in that four years prior to the study, the two shipyards formed one firm. Results indicate that employee collective owners identify more strongly with the company than other employees. The study reveals that employee collective ownership is stronger related to organizational identification than employees holding individual shares in the private conventionally owned company. Employee collective owners are found to have a stronger feeling of being owners based on their coownership than employees holding individual shares in the conventionally owned firm.

American workers' organizational identification with a Japanese multinational manufacturer

Abstract: Organizational identification has been found to be associated with workers' improved performance (Benkhoff 1997), low turnover rate (Wegge, van Dick, Fisher, Wecking and Moltzen 2006) and workers' job satisfaction (van Knippenberg and van Schie 2000). With globalization and increased numbers of multinational corporations (MNCs), the organizational identification process in an MNC needs to be further investigated. This study examined the organizational identification and culture in a Japanese MNC located in Southeastern United States. One hundred and nineteen American workers participated in the survey that measured workers' levels of organizational identification and ethnocentrism as well as their perceptions regarding management practices, management communication and dimensions of organizational cultures (i.e. people vs. work orientation, open vs. closed system and loose vs. tight control). The results indicated that workers' organizational identification is associated with evaluation process, workers' ...

Outcomes of supervisory communication competence

Abstract: The purpose of this study was to investigate the impact of the communication competence of supervisors upon an employee's job satisfaction. Results obtained supported the 5 hypotheses proposed. Findings indicated the importance of supervisory communication responsiveness in areas of listening, sensitivity, and expression of interest in subordinate's ideas and concerns in ensuring satisfaction with supervision received. Support was also generated for the value of an "open" communication climate where continual feedback and idea exchange interact to produce organizational identification. Significant relationships were found to exist between communication climate and dimensions of the JDI: satisfaction with supervisor, work satisfaction, pay satisfaction, satisfaction with promotion opportunities, satisfaction with coworkers. Finally, communication skills training for supervisors was recommended to animate organizational growth and development.

Rethinking the Employees’ Perceptions of Corporate Social Responsibility: An Organizational Identification Framework

Abstract: A review of previous studies reveals that the relationship between corporate social responsibility (CSR) and employee engagement (EE) can be explained through social identification theory (SIT). Previous studies indicated that organizational identification (OI) is one of the most possible mechanisms that can explain the relationship between organization’s CSR efforts and EE. Nevertheless, we argue that OI as a mechanism in explaining the relationship between CSR and EE will differ depending on which stakeholder is targeted by organization’s actions. In our report, we identify two distinct paths through which CSR can affect EE, which correspond to two different psychological needs; respect and prestige. The first path is through employees’ perceptions of how the company cares about them, or being good (i.e., internal CSR). The other path is through employees’ perceptions of their company as socially responsible toward external stakeholders and concerned with maintaining a good image to society at large, or looking good (i.e., external CSR). We take into consideration the impact of individual and cultural differences on shaping these paths.