Organizational identification

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

Offense is the best defense: the impact of workplace bullying on knowledge hiding

Abstract: Workplace bullying is a common negative event suffered by employees in the workplace. The harm it brings to the organization has become the focus of the field of organizational behavior. The purpose of this study was to explore whether workplace bullying has an impact on employee knowledge hiding and to discover the underlying mechanism between the two.,Based on the conservation of resource theory and the cognitive-affective personality system theory, this paper surveys 327RD emotional exhaustion and organizational identification play a mediation role between workplace bullying and knowledge hiding, and both variables play a chain mediation role in that relationship; and forgiveness climate moderates the positive impact of workplace bullying on emotional exhaustion, further moderating the chain mediation role of emotional exhaustion and organizational identification.,The findings of this study can not only complement the existing researches on the influence of negative workplace events on employees’ knowledge hiding behaviors but also strengthen scholars’ attention and understanding of the internal mechanism between workplace bullying and knowledge hiding.

Person-Organization Fit and Turnover Intention: The Mediating Role of Employee Engagement

Abstract: Introduction Employees constitute the most powerful resource for an organization to sustain long-term competitive advantage (Huselid, Jackson, & Schuler, 1997). Organizations that attract, develop, and retain top talent will thrive while those that do not will struggle to remain competitive (Holtom, Mitchell, Lee, & Inderrieden, 2005, p. 337). However, the issue of employee turnover, which is described as the unplanned loss of workers who voluntarily leave despite their employers' preference to keep them (Finnegan, Frank, & Taylor, 2004), exists in most organizations throughout the world (Memon, Salleh, Harun, Rashid, & Zurina Abu Bakar, 2014; Tariq, Ramzan, & Raiz, 2013). The U.S. Bureau of Statistics reported that an average of 25 million employees were involved in voluntary turnover, an increase of 6.1% from 2010 to 2011 (Hathaway, 2013). In Southeast Asia, Hewitt (2011) reported that the average employee turnover in the Philippines was 14.8%, followed by Malaysia (14.4%), Singapore (14.1%), Thailand (10.5%), and Indonesia (9.8%). These findings highlight that high voluntary turnover is an issue not only in the developed world, but also in developing countries including the Asian region. Hence, it is not surprising that this topic has attracted the interest of both academics and practitioners (Memon et al., 2014; Salleh, Nair, & Harun, 2012). Both academic researchers and practitioners agree that turnover is very costly since it requires an organization to invest a significant amount of its resources to recruit, interview and train new employees (Griffeth & Hom, 2001; Mobley, 1982). According to Fitz-enz (1997), an organization loses approximately $1 million (direct and indirect costs) to replace ten professional employees. Other consequences of high voluntary turnover include lower morale of the remaining employees (Rainey, 2003), loss of organizational memory (Huber, 1991), and low productivity (Johnson, 1995). For these reasons, it is essential that organizations understand the factors that influence turnover, which, consequently, can help to reduce such occurrences. Among other factors, the person-organization (P-O) fit has been seen as a predictor of employee turnover (Arthur, Bell, Villado, & Doverspike, 2006). Scholars in the field of human resource management and organizational behaviour have shown great interest in the P-O fit due to its negative relationship with turnover intention (Cable & DeRue, 2002; Hoffman & Woehr, 2006; Schneider, 1987; Verquer, Beehr, & Wagner, 2003) and several other individual and organizational level outcomes, such as organizational commitment, job satisfaction (Biswas & Bhatnagar, 2013; Kim, Aryee, Loi, & Kim, 2013; Resick, Baltes, & Shantz, 2007) organizational citizenship behaviour, organizational identification (Cable & DeRue, 2002) and job performance (Kim et al., 2013). Although studies have found negative relationships between the P-O fit and turnover intention, such links were not sufficiently substantiated (Kristof-Brown et al., 2005, Johnson, 2005; Verquer et al., 2003). One possible explanation for this weak meta-analytic relationship may be because past studies investigated the direct link between the P-O fit and turnover, thus confirming the need for an intermediary construct through which the process occurs. Furthermore, empirical evidence has indicated that a higher level of employee engagement (EE) reduces employee turnover (Maslach, Schaufeli, & Leiter, 2001; Saks, 2006; Schaufeli & Bakker, 2004). EE has been an area of interest among practitioners (Saks, 2006), particularly in understanding its influencing factors. Notably, although EE has been relatively less discussed in the academic field (Saks, 2006), numerous studies have explored EE as a mediator between a number of antecedents and outcome variables (e.g., Alfes, Shantz, Truss, & Soane, 2013; Andrew & Sofian, 2012; Saks, 2006; Schaufeli & Bakker, 2004). …

Co-creating Relationship Repair Pathways to Reconstructing Destabilized Organizational Identification

Abstract: Through a qualitative study of BP executives during and after the 2010 Gulf of Mexico oil rig explosion and spill, I examine whether and how the relationship between an organization and its members can be repaired once damaged. I found that the incident destabilized executives’ organizational identification, leading them to doubt the alignment between their own identity and BP’s, and generated feelings of ambivalence toward the organization and their role in it. This marked the onset of a process through which members reassessed their identification, leading them either to reidentify and repair their relationship with BP or to deidentify and sever that relationship. Executives resolved their ambivalence and strongly reidentified only when they had organizationally sanctioned opportunities, through working on BPs’ response to the incident, to enact the identity attributes of technical excellence and environmental consciousness that were threatened by the Gulf events, suggesting that full relationship repai...

I Scratch Your Back – You Scratch Mine. Do Procedural Justice and Organizational Identification Matter for Employees' Cooperation During Change?

Abstract: Employee cooperation is fundamental for accomplishing successful organizational change processes. Therefore, it is important to understand how employees' cooperation can be supported in the context of organizational change. Based on the group engagement model, we hypothesized how procedural justice affects organizational identification which in turn should have an affect on employees' cooperation (commitment to change, values-congruence fit, and change-supporting behavior) in the context of organizational change. To test the fit of the proposed model, structural equation models were calculated using both cross-sectional (N = 315) and longitudinal (N = 110) data of academic staff at a German university. Results indicated adequate data fit to our proposed model and revealed that organizational identification mediated the positive effects of procedural justice on affective commitment to change and values-congruence fit. The assumed mediating effect of organizational identification on the positive relationshi...