Organizational identification

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

The Moderating Roles of Remote, Hybrid, and Onsite Working on the Relationship between Work Engagement and Organizational Identification during the COVID-19 Pandemic

Abstract: Flexible working practices have become commonplace due to the emergence of the turbulent environment that emerged during the COVID-19 pandemic, which forced organizations to change their business models, structures, processes, and policies. In this context, organizations have started to reconfigure work in terms of flexible working practices that enable them to use the full potential of their employees and to provide the conditions for well-being at work and, as a result, competitive sustainability. This study aimed to explore the relationship between dimensions of work engagement, namely, vigor at work, dedication to work, and absorption in work, and organizational identification under the moderating roles of different working practices, namely, remote, hybrid, and onsite working, during the COVID-19 pandemic. In this cross-sectional study, 200 randomly chosen employees from the public insurance industry in Turkey formed the research sample. The results indicate that each dimension of work engagement, namely, vigor at work, dedication to work, and absorption in work, is positively associated with organizational identification. In addition, when the moderation effects of different working practices on this relationship were analyzed, it was apparent that the relationship between an employee’s absorption in their work and organizational identification was weaker in those working onsite, stronger in those working in a hybrid context, and strongest in those working remotely. Therefore, we suggest that work redesign towards remote working practices enhanced positive psychological and behavioral changes in employees, i.e., well-being at work, resulting in a strengthened relationship between absorption in work and organizational identification during the COVID-19 pandemic.

The Effects of Certified Nurse Assistants’ Socialization, Onboarding and Turnover

Abstract: This study investigates certified nurse assistants’ perceived belongingness, attachment to their organizations, and intentions to leave their jobs. The theoretical foundation is Tajfel and Turner’s social identity theory. Public policy guiding this study is the Patient Protection and Affordable Care Act. Using a cross-sectional design, we found affective commitment to the organization partially mediated the relationship between organizational identification and turnover intentions. This finding is consistent with prior studies investing the antecedents of commitments to the organization. Data were collected from a random sample of 117 certified nurse assistants’ who worked in nursing homes in a Midwest state and who completed a demographic questionnaire and six behavior and attitudinal questionnaires. Data were analyzed using hierarchical multiple regression. We recommend employers develop a formal process to train and retrain certified nurse assistants, and establish formal workgroups to enhance relationships and decrease job turnover. The implications for social change include using this analysis to inform employers and policymakers about strategies to train and stabilize the certified nurse assistant workforce for the benefit of nursing home residents, employees and employers.

Identity Tensions During an NGO Name Change: How Managers Experience an International Organization’s Rebranding Effort

Abstract: This study examined emergent identity tensions among managers of a non-governmental organization (NGO) during a major rebranding initiative. With respect to organizational identification, NGO manag...

Towards a theory of non-family employees’ organizational identification.

Abstract: Purpose – Since non-family employees form a large portion of employees in many family firms and they play an important role in the transgenerational survival of those firms, the purpose of this paper is to explore how family influence factors affect non-family employees' organizational identification and then organizational attachment, which can consequently influence their turnover intentions. Design/methodology/approach – In this conceptual paper, the paper attempts to answer two important research questions: What are the family firm-specific determinants of nonfamily employees' organizational identification in family firms? How does nonfamily employees' organizational identification affect their tenure in family firms? Thereby, the paper develops a conceptual model linking family influence dimensions (i.e. power, experience, and culture), nonfamily employees' organizational identification, organizational attachment, and turnover intentions within the domain of the stewardship theory. Findings – The model presented in this paper can help scholars and family business managers better understand the idiosyncratic family influence dimensions that can affect nonfamily employees' perceptions and intentions associated with their tenure in family firms. If family firms can limit the negative effects of family influence factors, make the best use of the positive effects, and integrate key nonfamily employees into the family firm through helping them satisfy their higher-order needs, they can uninterruptedly move forward toward achieving long-term competitive advantages and superior performance. Research limitations/implications – Aside from the antecedents of nonfamily employees' organizational identification that are pointed out in this paper, there may be other determinants that are beyond the scope of this paper. The governance structure and strategic orientations are some of the possibilities constituting avenues for future research. Social implications – Family firms with great employee care cannot only increase employees' loyalty to their firms, but also help them develop work-life balance. Originality/value – This paper is one of the only attempts to use social identity theory to explain non-family employees' organizational identification and attachment in family firms that can affect their turnover intentions. Not only does this add to our knowledge of family firm human resources management and provide new directions for future research, but it also suggests the usefulness of social identity theory in family business research.