Continued organizational identification following involuntary job loss

Journal of Managerial Psychology (Impact Factor: 1.25). 11/2012; 27(8):829-847. DOI: 10.1108/02683941211280184


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.

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    • "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: 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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