Organizational identification

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

The Impacts of Perceived Organizational Support and Perceived External Prestige on Organizational Citizenship Behavior:Organizational Identification as Mediator and Need for Self-esteem as Moderator

Abstract: The last two decades have witnessed a surge in interest in the degree to what contribute to organizational citizenship behavior,which is viewed by some researchers as an important impetus to organizational effectiveness. A considerable amount of researches have shown that organizational citizenship behavior is largely derived from multiple determinants (i.e. organizational justice,perceived organizational support,organizational commitment,job satisfaction),yet the underlying mechanism of how those factors regulate OCB remains largely elusive. The present study introduced a social-exchange model of organizational citizenship behavior incorporating both direct exchange and indirect exchange,and explored the critical roles of organizational identification and need for self-esteem in the social exchange process. A sample of 234 supervisor-subordinate dyads collected in China was used for data analysis by structural equation modeling and hierarchical regression analysis. Results indicated that:(1) perceived external prestige (PEP) and perceived organizational support (POS) had significant direct impacts on two types of organizational citizenship behaviors (OCBI and OCBO) by the full mediating effect of organizational identification. (2) Individual's need for self-esteem moderated the relationship between POS and organizational identification. However,it didn't moderate the relationship between PEP and organizational identification. It is demonstrated that both indirect and direct social exchanges play important roles in determining employees' organizational citizenship behaviors and organizational identification. Both POS and PEP have impacts on organizational citizenship behavior through the mediating effect of organizational identification. Meanwhile,individual's need for self-esteem can moderate the relationship between POS and organizational identification,rather than the relationship between PEP and organizational identification. Results highlight the importance of organizational identification and need for self-esteem in enhancing the understanding of the links between social exchange and organization citizenship behavior.

Organizational Identification in Alumni Relations

Abstract: ORGANIZATIONAL IDENTIFICATION IN ALUMNI RELATIONS Kristen L. Etzelmueller, B. A. Marquette University, 2014 An important aspect of higher education is alumni relations as universities develop a connection with former graduates. The ways alumni connect to their alma mater are represented through organizational identification. Organizational identification allows the alumni the opportunity to create a long lasting relationship with their alma mater. This relationship is beneficial to alumni relations departments at collegiate institutions as they strive to understand methods to keep alumni connected philanthropically, serving in volunteer roles, as well as mentoring and recruiting prospective students. All of these areas are important to the institution in an effort to maintain and strengthen the institution’s status. This qualitative, exploratory study utilizes face-to-face interviews with alumni of various accredited institutions to clarify the importance of this connection as well as to provide input from alumni. The results of the study suggest that organizational identification may benefit both alumni relations professionals and former students, alumni are more likely to volunteer or donate based on a personal connection to the university, and the academic and social experience as an undergraduate student has a significant impact on alumni involvement and philanthropy.

An Empirical Study on the Effects of Corporate Social Responsibility on Job Involvement from the Perspective of Staffs

Abstract: This paper constructs a model to describe the relationship among corporate social responsibility,organizational identification and job involvement.The corporate social responsibility is divided into three dimensions of employees,consumers and environment from the perspective of staffs.The research found out that responsibility for employees and consumers have significant positive impacts on job involvement directly.Responsibility for environment does not have significant positive effects on job involvement.But through the emotional identification the positive effect on job engagement is significant.Therefore,corporate social responsibility is not a burden,but an important internal marketing tool to improve job involvement and staff centripetal force.It is also necessary for enterprises to strengthen the internal propaganda of corporate social responsibilities.It can not only enhance employee's sense of identity,attract employees by culture and emotion,but also promote the employee's job involvement.

Investigating the Relationship between Life Satisfaction and Academic Self-Efficacy on College Students’ Organizational Identification

Abstract: This article explores the relationship between life satisfaction, academic self-efficacy, and organizational identification through a full structural equation model. The data was collected from 255 participants enrolled in different colleges within two universities via the scales of Life Satisfaction, Academic Self-Efficacy, and Organizational Identification. The results show that life satisfaction has direct significant effects on academic self-efficacy and organizational identification. In addition, the study also revealed that there is a significant indirect effect from life satisfaction to organizational identification via academic self-efficacy.

Crushing the glass ceiling : relative group prototypicality and female strategies in disriminating organizational settings

Abstract: The present dissertation thesis dealt with the social-psychological factors and implications of the so called „glass ceiling“ phenomenon which metaphorically describes the systematic underrepresentation of women in management positions Gender stereotypes have been discussed to be one reason for this numerical imbalance of women and men in leadership positions (Bischoff, 1999; Federal Glass Ceiling Commission, 1995) Research has demonstrated that people hold traditionally stereotypical views about women and men at work while at the same time associating managerial roles more readily with typical male than with typical female features (Martell et al, 1998; Powell et al, 2002) In consequence, women are perceived as not fitting equally well at work as men do, thus there is a lack fit of women at work (Heilman, 1983, 1995, 2001) Lack of fit has been shown to be related to performance evaluations and recruiting decisions that discriminate against women (Heilman, 2001; Heilman et al, 2004; Sczesny & Stahlberg, 2002) However, a central assumption of the presented research was that women do not merely mismatch leadership stereotypes but moreover that they are lacking fit to the organizational culture which is represented by a prototype This more general lack of fit is likely to be broadly effective in everyday interaction at work and thus to affect women themselves, their group-based self-definition and subsequent behavioural strategies at work The aim of the present work was twofold First, it intended to describe the processes that lead to the perception of women lacking fit at work Second and most importantly, it intended to address the implications of perceived lack of fit on women themselves, their group-based self-definition and their behavioural strategies at work More precisely, this second research question was thought to shed some light on the conditions under which women engage in collective behaviour in favour of the ingroup (eg, networking) and thus, collectively challenge power relations at work, as well as engage in favour of the organization as a whole (eg, organizational citizenship behaviour) These research questions were addressed within the framework of the Ingroup Projection Model (IPM, Mummendey & Wenzel, 1999) The IPM is a cognitive motivational model, which makes assumptions about the underlying processes resulting in the perception of different degrees of fit of two social groups in relation to a third inclusive social category (relative group prototypicality) This approach allows integrating propositions of research on gender stereotypes (Diekman & Eagly, 2000; Eagly & Kite, 1987; Sczesny, 2003a), the lack of fit model (Heilman, 1983, 1995, 2001) and the power of organizational prototypes (Hogg 2001a, 2001b) as well as connecting it with research in the tradition of the Social Identity Approach (Tajfel, 1978; Tajfel & Turner, 1979; Turner et al, 1987) The first research aim was to describe the processes that lead to the perception of a lack of fit of women at work Drawing on assumptions of research on gender stereotypes (Diekman & Eagly, 2000; Eagly & Kite, 1987; Sczesny, 2003b) it was hypothesized that females and males are perceived to be typical on different dimensions (ie, task- versus team-orientation) Thus, males and females are perceived to be mutually typical in different areas Despite this assumed mutual typicality it was hypothesized that males and females are not perceived as to complement each other at work, thus as being mutually prototypical (cf, Krell, 1994) Instead, drawing on assumptions of the IPM, it was predicted that females are perceived as being low in relative group prototypicality and thus as lacking fit with regard to the organizational standard The second research aim was to test for implications of perceived relative group prototypicality (high fit vs lack of fit) on ingroup identification and subsequent behavioural strategies Drawing from research on self-prototypicality (Eisenbeiss & Otten, paper submitted; Kashima et al, 2000) and organizational identification (van Knippenberg & van Schie, 2000) it was argued that group-prototypicality affects ingroup identification It was predicted that relatively high ingroup prototypicality leads to higher ingroup identification compared to relatively high outgroup prototypicality and equal subgroup prototypicality Research in the tradition of SIT (Tajfel, 1978; Tajfel & Turner, 1979) has shown that ingroup identification is a key variable predicting intergroup differentiation, collective behaviour in favour of the ingroup as well as organizational behaviour As the current research model predicts that relative group prototypicality affects ingroup identification it is furthermore hypothesized that relative group prototypicality indirectly affects intergroup differentiation, collective behaviour in favour of the ingroup and organizational behaviour Four studies were conducted to test the outlined hypotheses Two correlational studies shed some light on the assumed underlying processes that lead to the perception of lack of fit (relative group prototypicality) Study 1 (N = 84) was set up within the student context and found support for the hypothesis that male and female students are perceived to be mutually typical on different dimensions (task- versus team-dimension) Moreover, results provided evidence that both gender groups were indeed not perceived to be mutually prototypical on these dimensions Instead, females were consensually perceived as being low in relative group prototypicality, ie, as lacking fit within the student context In order to test the applicability of these results to the field, Study 4 (N = 238) was conducted with a sample of female employees Empirical evidence replicated the finding of Study 1 that male and female employees are perceived to be mutually typical but not to be mutually prototypical with regard to task- and team-orientation Furthermore, results indicated that in organizations in which women constitute equal or less than 50% of the staff, female employees were perceived as being low in relative group prototypicality (lack of fit) However, in organizations in which women constitute more than 50% of the staff, female employees were perceived to be high in relative group prototypicality (high fit) Study 1 to Study 4 were conducted to test the hypothesis that relative group prototypicality affects ingroup identification and subsequent behavioural strategies in correlational and experimental studies Study 1 tested the hypothesis that relative group prototypicality and ingroup identification are positively correlated However, results did not support this assumption which might be due to some methodological drawbacks of this first study Study 2 (N = 68) experimentally tested the hypothesis that relative high group prototypicality leads to stronger ingroup identification compared to relative high outgroup prototypicality and equal prototypicality Results are indeed in line with this prediction Study 3 (N = 103) aimed at experimentally replicating and extending this result More precisely, it tested for indirect effects of relative group prototypicality on intergroup differentiation and collective behavioural strategies in favour of the ingroup Results were in line with these assumptions Finally, Study 4 (N = 238) was set up to test the applicability of the developed research model within the field Thus, the hypotheses were tested that relative group prototypicality is positively related to ingroup identification and indirectly affects intergroup differentiation, collective behavioural strategies in favour of the ingroup as well as organizational behaviour A path-analytic model empirically supported these predictions Summing up, the presented research shed some light on the perception of a lack of fit of women at work and its resulting consequences on women themselves Hence, it develops further the proposition that the “glass ceiling” phenomenon is based on gender stereotypes It gives some insights under which conditions women are willing to collectively challenge status relations at work Therefore, practical implications with regard to human resource management can be drawn from this research Furthermore, the integrative theoretical approach of this research enlarges the perspective on gender relations at work It provides implications for research on gender stereotypes as well as intergroup research Most importantly, it undertakes a first step in the further theory development of the IPM, by showing that relative group prototypicality affects ingroup identification and subsequent behavioural strategies