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To be or not to be: Central questions in organizational identification
Abstract
Provides an overview of central questions of organizational identification. The author describes organizational identification as a fundamental human process whereby an individual's beliefs about his or her organization become self-referential or self-defining. This identification process has been posited to be related to, but distinct from, internalization, organizational commitment, and person–organization fit. It is argued that organizational identification often occurs when individuals are experiencing strong needs. The author uses attraction-selection-attrition model; theories of rhetoric, socialization, and identity; and behavioral commitment and schema formation to help understand how individuals come to identify with their organizations and how organizations may attempt to influence this process. (PsycINFO Database Record (c) 2012 APA, all rights reserved)
... Moreover, drawing on social identity theory (Ashforth & Mael, 1989), we explore how perceived organizational exploitation affects service employees' OCB. Social identity theory argues that when an employee's positive self is threatened, the employee's organizational identification will be impaired (Hogg & Grieve, 1999;Pratt, 1998;Tajfel & Turner, 1986). As a painful organizational experience, perceived exploitation may threaten employees' positive image (Glass & Carver, 1980;Livne-Ofer et al., 2019) and thus undermine their organizational identification. ...
... Social identity theory argues that employees identify with their organization when they perceive that they belong to their organization and are typical members of it (Hogg & Grieve, 1999;Hogg & Mullin, 1999;Solomon et al., 1991). Specifically, when employees' self-schema is recognized by the organization, they tend to identify with the organization (Hogg & Grieve, 1999;Pratt, 1998;Tajfel & Turner, 1986); while those whose positive self were threatened by the organization are less likely to perceive oneself as belonging to the organization (Tajfel & Turner, 1986). ...
... Perceived organizational exploitation is a form of mistreatment, which often conveys the implicit message to exploited employees that they are meaningless to their organization and do not deserve to be treated well (Livne-Ofer et al., 2019). The mismatch between them becomes devastating because, as employees cannot get what they consider important, their basic needs are seriously threatened, which in turn undermines their organizational identification (Hogg & Grieve, 1999;Pratt, 1998;Tyler & Blader, 2002, 2003. On the contrary, employees with a high power distance orientation accept the existence of hierarchy and tend to be obedient to their organization (Farh et al., 2007;Hofstede, 2001). ...
Based on social identity theory, this research investigates the mechanism between perceived organizational exploitation and employees’ organizational citizenship behavior. Using data collected from 340 supervisor–subordinate dyads in 6 hotels in China, our findings indicate that perceived organizational exploitation negatively influences employees’ OCB. Moreover, organizational identification is found to fully mediate the associations between perceived organizational exploitation and employees’ OCB. Furthermore, power distance weakens the direct effect of perceived organizational exploitation on organizational identification, as well as its indirect effects on employees’ OCB. The theoretical and managerial implications of these findings are discussed.
... Unlike organizational identification, supervisor identification involves defining oneself in terms of the attributes of the supervisor, shifting one's focus on one's gains for the supervisor and experiencing a high level of connection with the supervisor (Zhu et al., 2013). Supervisor identifications occur when subordinates want to change their self-concepts to become like the supervisor's values and beliefs as well as when they share values with their supervisors (Pratt, 1998). And it has been shown that supervisor identifications influence subordinates' positive behaviors for their organization/ supervisor in previous empirical studies. ...
... And we have developed the hypothesis that supervisor identification can have a positive effect on UPSB by applying social identity theory to organizational context (Johnson & Umphress, 2019;Lee, 2020). In other words, subordinates who experience a high level of identifications with their supervisors not only define themselves with the attributes of their supervisors (Zhu et al., 2013), but also internalize the values and beliefs of their supervisors (Pratt, 1998), focus on the goals of their supervisors (Zhu et al., 2013), and engage in unethical behaviors for the benefit of their supervisors (Johnson & Umphress, 2019). ...
Unethical pro-supervisor behaviors (UPSB) are unethical acts that employees engage in to benefit their supervisors. Although Unethical pro-organizational behaviors (UPB) have received great attention from scholars in the field of organizational behavior, the literature has paid insufficient attention to the impact of leader-member exchange (LMX) on UPSB and the underlying mechanisms of this association. This study has examined the relationship between LMX, supervisor identification, and UPSB. Drawing on social exchange theory and social identity theory, we argue that LMX affects employees’ UPSB via the mediation of supervisor identification. Using two-wave time-lagged data from 185 employees in South Korea, we found that LMX was significantly and positively related to supervisor identification, and supervisor identification was significantly and positively related to UPSB. In addition, the indirect effect of LMX on UPSB via supervisor identification was significant and positive. LMX is associated with many positive outcomes, but our findings show that high LMX may also increase employees’ unethical behaviors to benefit their supervisors via high supervisor identification. These results contribute to the literature on LMX, UPSB by identifying the path between them.
... Sexual attraction is de ned by desires for sexual intimacy toward an individual and/or a group of people (Regan and Bersched, 1996). Attraction is a pathway to identity, whereby an individual's desires towards people both known (e.g., friends) and unknown (e.g., celebrities) to an individual form the basis for their orientation within context (Pratt, 1998). Sexual behaviours are the sexual practices an individual engages in, which includes sexual activity with others and with oneself (Meston and Buss, 2007). ...
Heterosexually identified men who have sex with men (H-MSM) experience discordance between their sexual identity and behaviours. Studies with large, mixed samples suggest that H-MSM may comprise 4–7% of the sexually active adult male population. Understanding and accepting H-MSM as they self-identify may be necessary to implement effective public health and psychosocial interventions. There is no known knowledge synthesis of H-MSM. This scoping review synthesizes primary studies about H-MSM identity development, attraction, and behaviour. Thirteen databases were searched, and two independent reviewers screened 3,617 titles and abstracts and 269 full-texts to arrive at 120 articles meeting inclusion criteria. Ten independent reviewers then conducted thematic content analysis. H-MSM either expressed sexual identity uncertainty, or justified maintaining heterosexual identity, due to fear of discrimination and little or no social support. H-MSM compartmentalized same-sex sexual behaviours as isolated events unrepresentative of their sexual identity. H-MSM further minimized these behaviours to infrequent, recreational/sport, or economic coincidences with little partner communication regarding HIV and sexual health. Many H-MSM also depersonalized male sex partners, denied same-sex attraction, and avoided gay-identified venues. Reviewed articles further reported H-MSM had negative emotional responses to sex with men (e.g., guilt, shame, disgust). Findings also suggest H-MSM are mislabeled in sexual health screening. H-MSM are unlike other heterosexual men and other MSM, and require unique considerations and approaches to sexual and mental health care.
Bu araştırma, okul örgütlerinde lider-takipçi bağlamında öğretmenlerin (takipçi) okul müdürleri (lider) ile özdeşleşme düzeylerini belirlemek üzere nicel araştırma yöntemlerinden ilişkisel tarama modeli ile gerçekleştirilmiştir. Araştırmanın örneklemini, Kocaeli ilindeki ilköğretim ve ortaöğretim okullarında görevli toplam 753 öğretmen oluşturmaktadır. Elde edilen veriler istatistiksel analiz teknikleri ile analiz edilmiştir. Araştırmnın sonucunda öğretmenlerin liderle özdeşleşme düzeylerinin orta düzeyde olduğu; cinsiyet, yaş, medeni durum, öğrenim durumu, görev yapılan okul türü ve okuldaki görev süresi değişkenlerine göre anlamlı bir farklılık göstermediği belirlenmiştir. 0-5 yıl mesleki kıdeme sahip olan öğretmenlerin lider ile özdeşleşme düzeylerinin daha çok mesleki kıdemi olanlara göre yüksek düzeyde olduğu, ayrıca ücretli öğretmenlerin liderle özdeşleşme düzeylerinin kadrolu/sözleşmeli öğretmenlerden yüksek olduğu tespit edilmiştir. Araştırma sonuçları, okul örgütünün başarısına yönelik liderle özdeşleşmeyi teşvik etmekte okul müdürü davranışlarını düzenlemeye dair uygulamalara veri oluşturabilir; liderle özdeşleşme üzerine takipçi görüşlerini derinlemesine inceleyen ve liderlik davranışlarının liderle özdeşleşmeyi sağlayacak tamamlayıcı etkilerini belirleyen gelecekteki çalışmaların temellerini atabilir.
Purpose
This study aims to investigate the effect of servant leadership on employee organizational identification and career satisfaction through the mediating lens of leader-member-exchange (LMX). Furthermore, this study also examines whether perceived organizational support (POS) strengthens the positive effect of servant leadership on LMX and subsequently, on employee organizational identification and career satisfaction.
Design/methodology/approach
Survey data were collected from 314 respondents working in hotels in United States of America (USA). Structural equation modeling (SEM), hierarchical moderation analysis and bootstrapping were used to test the study hypotheses.
Findings
Servant leadership was found to positively influence employee organizational identification and career satisfaction. Further, analysis revealed that LMX partially mediated the positive relationship between servant leadership and employee career satisfaction and fully mediated the positive relationship between servant leadership and organizational identification. However, although POS moderated the indirect relationship between servant leadership and employee’ career satisfaction, it did not moderate the indirect relationships between servant leadership and organizational identification.
Practical implications
This study provides insight into the nexus of servant leadership and organizational support in hospitality industry to foster the employee organizational identification and career satisfaction which are extremely needed for competitive advantage in hotel industry.
Originality/value
This study addresses recent calls for future researchers to investigate the important of servant leadership in the hospitality industry.
Self-Definitional Need, Brand Equity, Football Clubs
Fan-team identification, football fans
This research aims to investigate the relationship between organizational identification and organizational dissent at upper-secondary state schools according to the views of upper-secondary state school teachers in Isparta province during the academic year 2017-2018. Within the general aim, the research aims to investigate teachers' views both on organizational identification in the dimensions of "adaptation", "identification" and "internalization" and on organizational dissent in the dimensions of "articulated", "latent" and "displaced"; whether there is a significant difference for each dimension in terms of gender, age, professional seniority, professional seniority at their current school, school type, union membership, and social media use; and, whether organizational identification is a significant predictor of organizational dissent. "Organizational Identification Scale" and "Organizational Dissent Scale" were used. Relational screening model was used. The sample group of the study consisted of 291 teachers. SPSS 22.0 was used in data analysis. Descriptive statistics were used in terms of frequency, percentage, arithmetic mean and standard deviation. Independent samples T-test and one-way analysis of variance (One-way ANOVA) were used in the comparison analysis. A simple correlation analysis was conducted to investigate the relationship between the two variables and multiple linear regression analysis was conducted to find out whether organizational identification is a significant predictor of organizational dissent. According to the results, teachers' views on organizational identification and organizational dissent are moderate and teachers' views can differentiate depending on various demographic variables. A significant relationship was found between the dimensions of the two variables, and it was found that the identification dimension of organizational identification is a significant predictor of articulated dissent, and the dimension of adaptation of organizational identification is a significant predictor of latent dissent. Keywords: Teacher, Organizational Identification, Organizational Dissent
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