Continued organizational identification following involuntary job loss
Purpose – Continued identification with a former employer may provide valuable self-enhancement during transition, or it may highlight unsettling self-discontinuity. This study seeks to develop and test competing hypotheses regarding the extent to which continued organizational identification relates to psychological well-being following involuntary job loss. Design/methodology/approach – The author conducted a two-wave survey study spanning six months during the recent financial crisis in 2008 to test these hypotheses. Results are presented for 86 employees in two samples, 45 who were unemployed at the beginning of the study and 41 who lost their jobs during the study. Findings – Continued organizational identification positively related to psychological well-being in both samples. In a post-hoc analysis, this relationship held only for employees who attributed their job loss to themselves, rather than to external factors such as their organizations. Research limitations/implications – The results are based on a limited sample both in terms of size and scope; accordingly, they are best used to explain the relationships for the sample from which they were drawn, professional employees in the USA with a business education, about half of whom worked in the financial services industry. Practical implications – Being identified with an employing organization is not only beneficial for current employees and their organizations, but also helps employees whose jobs have been terminated. Managers and counselors should advise people to reflect upon, rather than distance themselves from, aspects of their identities based in former employers. Originality/value – This is the first study to examine the role of organizational identification in individual response to involuntary job loss.
Available from: David Day
- "Given that strong organizational identification can sabotage change efforts by inducing resistance to change among employees, this study illustrates that management can use different communication channels to influence the desired change in organizational identification. Finally, the strength and content of employee's organizational identification was shown to change following an involuntary job loss (Tosti-Kharas, 2012 "
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ABSTRACT: Work identity and identification have generated a great deal of interest in the fields of organizational psychology and organizational behavior. Given several theoretical perspectives available to study work identity, the field has developed in somewhat haphazard fashion with independent streams of research investigating the same or highly similar phenomena. In the present review, we provide a broad overview of theoretical approaches and topics in work identity literature to inform and guide future integration. We review over 600 published articles and organize the literature along two dimensions: level of identity inclusiveness (i.e., individual, interpersonal, and collective) and static/dynamic approaches to identity change. Within each review category, a brief summary of extant research is provided, along with suggestions for future research.
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ABSTRACT: Purpose ‐ The primary purpose of this article is to raise awareness about the need for additional research on job loss. It also aims to provide an introduction to the special issue, and a description of the articles in it. Design/methodology/approach ‐ The article highlights some of the important research on job loss since the early 1990s. Findings ‐ Additional theory and research is needed to assist the well-being and the job search process of the unemployed. Research limitations/ implications ‐ This article offers suggestions on advancing new research ideas that can be used to assist individuals who have lost their jobs and to organizations that have been involved in a layoff. Practical implications ‐ The article argues that knowledge related to the effects of job loss can be used to assist organizations in promoting programs to enhance the well-being of laid-off individuals. Social implications ‐ Research on job loss is needed to address the problems of laid-off individuals. Originality/value ‐ The article provides a contribution to the social issues literature as it raises awareness of the need for additional research on job loss.
Journal of Managerial Psychology 11/2012; 27(8). DOI:10.1108/02683941211280148 · 1.25 Impact Factor
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ABSTRACT: Psychologists, sociologists, and philosophers have long recognized that people have multiple identities—based on attributes such as organizational membership, profession, gender, ethnicity, religion, nationality, and family role(s)—and that these multiple identities shape people's actions in organizations. The current organizational literature on multiple identities, however, is sparse and scattered and has yet to fully capture this foundational idea. I review and organize the literature on multiple identities into five different theoretical perspectives: social psychological; microsociological; psychodynamic and developmental; critical; and intersectional. I then propose a way to take research on multiple identities forward using an intrapersonal identity network approach. Moving to an identity network approach offers two advantages: first, it enables scholars to consider more than two identities simultaneously, and second, it helps scholars examine relationships among identities in greater detail. This is important because preliminary evidence suggests that multiple identities shape important outcomes in organizations, such as individual stress and well-being, intergroup conflict, performance, and change. By providing a way to investigate patterns of relationships among multiple identities, the identity network approach can help scholars deepen their understanding of the consequences of multiple identities in organizations and spark novel research questions in the organizational literature.
The Academy of Management Annals 06/2014; 8(1). DOI:10.1080/19416520.2014.912379 · 7.77 Impact Factor
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