Organizational identification

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

Authentic leadership and employee resilience during the COVID-19: The role of flow, organizational identification, and trust

Abstract: The present work investigated fundamental mediating mechanisms (i.e., flow experience, organizational identification, and trust), underlining the impact of authentic leadership on employee resilience during the turbulent COVID-19 pandemic. A total of 901 frontline employees working in a construction engineering company in China participated in this study. They were asked to respond to a battery of questionnaires comprising Trust Scale (affective-based, cognitive-based, and competence-based), Flow Proneness Questionnaire (FPQ), Organizational Identification Scale, Authentic Leadership Questionnaire, and Employee Resilience Scale. Results of structural equation modeling indicated that: (1) Authentic leadership positively predicted employee resilience in the COVID-19 pandemic, directly and indirectly. (2) As for the indirect relationship, two parallel mediation effects and one chain mediation were detected: employees' flow at work and organizational identification respectively and dependently mediated the relationship between authentic leadership and employee resilience; trust and organizational identification played as a chain mediation role within authentic leadership-employee resilience association. The study provides empirical evidence for organizations' resilience-building and leadership training programs. Findings also contribute to the literature by facilitating flow intervention, promoting organizational identification and trust to enhance the effect of authentic leadership in promoting positive psychological functioning of employee resilience. Limitations with respect to future research directions were also outlined.

Does organizational identification, being a manager and complexity predict level of engagement?

Abstract: Employee engagement is of great interest for leaders. It is not surprising that leaders seek ways to influence, manage and enhance level of engagement among its employees. Instead of asking directly how engaged their workforce is, leaders often ask questions on related constructs to engagement. The objective of this research is threefold. First is to determine if organizational identification (OID) is a predictor of engagement. Second is to conclude if being a manager with direct reports predicts higher level of engagement versus non-managers. Third is to decide if complexity in an organization has a moderating contextual effect on the relationships between employee engagement, employee OID and the role as a manager with direct reports. This re-search contributes to the established theories by testing a theoretical model with variables not found to be tested empirically together before. Data was collected in a survey with 168 respondents. The validity and reliability of the data was good, upon two multiple regression analyses were completed in order to test three hypotheses. Results show significant support for two of three hypotheses. First, high employee OID predicts high employee engagement (p-value 0,000 significant at 0,05 level). This is a complement to existing literature. Leaders can practically measure OID if they are interested in understanding and predicting level of engagement in their workforce. Second, managers with direct reports predicts higher engagement versus non-managers (p-value 0,021 significant at 0,05 level). This research does not answer why such difference is found, but an analysis is provided from both a manager’s and a subordinate’s view. Third, an employee (manager or non-manager) who spend a high percentage of time in meetings requested/organized by others does not make the relationship between OID and engagement weaker (p-value 0,440 not significant at 0,05 level). This study also indicates that most managers and non-managers spend less than 30% of their work week in meetings requested/organized by someone else. This speaks for a majority of both managers and non-managers are in control over the majority of their time during a working week.