scholarly journals Dis-identification in Organizations and Its Role in the Workplace

2013 ◽  
Vol 68 (3) ◽  
pp. 479-506 ◽  
Author(s):  
Kirk Chang ◽  
Chien-Chih Kuo ◽  
Man Su ◽  
Julie Taylor
Keyword(s):  
Organizational Identification ◽  
Employee Performance ◽  
Workplace Deviance ◽  
Organizational Characteristics ◽  
Organizational Characteristic ◽  
Anonymous Questionnaire ◽  
Person Organization Fit ◽  
Collective Goals ◽  
Identification Mechanism

Considerable theory and research has revealed that organizational identification (OID) benefits individuals and groups and that OID facilitates the development of long-term commitment and support towards an organization. Prior studies have highlighted the importance of an identification mechanism in the workplace, i.e., how employees define their self-concepts vis-à-vis their connections with their organizations. In contrast to previous research, we explore the process by which employees divorce their identity from that of their organization, i.e., defining who they are by what they are not. Interestingly, how individuals dis-identify themselves from the organization still remains unclear, and the concept of dis-identification in organization (DiO) has not drawn much academic attention. The paucity of research in this area leaves theories under-developed; thus, our research seeks to shed new light on the concept of DiO and understand its importance at work. An anonymous questionnaire survey was conducted, recruiting 304 employees across eight organizations in Taiwan. Different from prior studies, this research stated that OID and DiO were neither heterogeneous nor independent constructs. Statistical evidence affirmed this statement further and explained that OID and DiO were inter-related constructs. Moreover, two DiO antecedents were discovered, including: person-organization fit and abusive supervision. Unlike in previous studies, DiO was not correlated with poor employee performance; rather, it was correlated with workplace deviance, an intention of quitting the job, and voice-extra-role-behaviour. Organizations are complex entities by their very nature. Whether an organization can continue, function and succeed may depend upon a series of organizational characteristics. An organization is like a social arrangement that pursues collective goals, controls its own performance, and has a boundary separating it from its environment. One such organizational characteristic is identification. With a better understanding of OID/DiO, managers and HR practitioners can better observe the influence of OID/DiO and develop policies to increase employees’ identification and decrease dis-identification. Ultimately, employers, employees and society will enjoy the benefits of better organizations, e.g., higher working morale, more performance output, stronger membership/cohesion, and lower turnover.

The influence of transformational leadership on followers’ affective commitment

2015 ◽  
Vol 20 (6) ◽  
pp. 583-603 ◽  
Author(s):  
Florence Stinglhamber ◽  
Géraldine Marique ◽  
Gaëtane Caesens ◽  
Dorothée Hanin ◽  
Fabrice De Zanet
Keyword(s):  
Transformational Leadership ◽  
Organizational Commitment ◽  
Organizational Support ◽  
Organizational Identification ◽  
Affective Commitment ◽  
Spillover Effect ◽  
Transformational Leaders ◽  
Affective Organizational Commitment ◽  
Content Type ◽  
Person Organization Fit

Purpose – The purpose of this paper is to examine why and when followers of transformational leaders exhibit increased affective organizational commitment. Particularly, the authors examined the role played by perceived organizational support (POS) and supervisor’s organizational embodiment (SOE), i.e. a perception concerning the extent to which employees identify their supervisor with the organization, in this relationship. Design/methodology/approach – In total, 287 employees of a water producer organization responded to a questionnaire. Findings – The results show that, when employees strongly identify their supervisor with the organization, transformational leadership is positively related to POS, with positive consequences in terms of emotional attachment to this organization. In contrast, when the supervisor is not identified to the organization, his/her transformational leadership does not extend to POS and, finally, to affective organizational commitment. Practical implications – The findings suggest that a high transformational leadership and a high SOE together engender the highest POS and affective commitment. Organizations should thus provide their managers with training programs and feedbacks over their performance as leaders to promote transformational leadership. Furthermore, to foster perceptions of SOE, organizations might implement socialization tactics aiming to strengthen managers’ organizational identification or person-organization fit, and give managers more power and influence in their day-to-day work to increase employees’ attributions of informal organizational status to managers. Originality/value – By showing that POS and SOE are important mechanisms in the transformational leadership-affective commitment relationship, this research explains why and when transformational leadership of supervisors has spillover effect on organization-directed attitudes.

scholarly journals Organizational Learning and Motivation: Assessing the impact on Employee Performance

2016 ◽  
Vol 5 (2) ◽  
pp. 355 ◽  
Author(s):  
Puja Sareen ◽  
Parikshit Joshi
Keyword(s):  
Organizational Learning ◽  
Organizational Performance ◽  
Positive Impact ◽  
Employee Performance ◽  
Employee Motivation ◽  
Primary Data ◽  
Hygiene Factors ◽  
And Performance ◽  
The Impact

<em>Organizational learning has the potential to improve organizational performance. For any organization to sustain long term benefits it requires to establish a mechanism to tap the knowledge and use this knowledge in taking future decisions. This study tries to capture the role of Organizational Learning and Employee Motivation and its impact on the Employees’ Performance. The study is exploratory and descriptive in nature. The questionnaire used for primary data collection has its items collected and derived from various standardized questionnaires available. The analysis of the primary data shows that there is a positive correlation between Organizational Learning and Organizational Performance. On understanding Herzberg theory of motivation the study came to conclusion that employees consider hygiene factors of motivation more significant than the motivator factors. The motivation level of employees in an organization has positive impact on the overall performance of any organization. The study helps the organizations to understand the relationship between learning and performance considering motivation as a mediating variable. </em>

scholarly journals Antecedents of organizational identification: implications for employee performance

2022 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Syeda Wajiha Kazmi ◽  
Syeda Tuba Javaid
Keyword(s):  
Employee Engagement ◽  
Organizational Identification ◽  
Employee Performance ◽  
Quality Of Education ◽  
Content Type ◽  
Perceived Supervisor Support ◽  
The University ◽  
The Impact ◽  
The Relationship

Purpose This study aims to investigate the impact of three determinants of organizational identification (OID) on employee performance (EP) in the context of private business institutions. Design/methodology/approach A sample of 175 permanent faculty members from four top universities in Karachi, Pakistan, was interviewed using a five-point Likert scale questionnaire. The data were inserted in SPSS 22 and SmartPLS v 3.2 for performing the analysis. Findings Results of the study showed a significant effect in perceived supervisor support on OID; OID; job satisfaction and EP; and mediating relationship. Conversely, an insignificant effect was observed in workplace incivility. Research limitations/implications It is highly recommended that organizations work on the areas that lead to enhancing their employees’ performance. Also, human resource should create a healthy culture that promotes initiatives, open-door policies and discourages power distance. Lastly, one of the key responsibilities of management is to strengthen their OID because employees are more likely to identify with their supervisors if they invest in the organizations they work for. Practical implications This study will help strengthen the relationship between supervisors and university employees. It will guide the supervisors to acknowledge and appreciate the efforts of their subordinates and develop recreational policies and employee engagement activities. In addition, it will help develop a conducive environment and enhance the quality of education in the university and the society. Originality/value Understanding the determinants of OID on EP in the educational context is very important as it enhances the quality of EP and the overall quality of education of the institution.

scholarly journals Pengaruh Organizational Justice terhadap Employee Engagement melalui Organizational Identification

2020 ◽  
Vol 10 (1) ◽  
pp. 128
Author(s):  
Amelia Yuhana Prativi ◽  
Praptini Yulianti
Keyword(s):  
Distributive Justice ◽  
Organizational Justice ◽  
Employee Engagement ◽  
Quantitative Study ◽  
Organizational Identification ◽  
Employee Performance ◽  
Interactional Justice ◽  
Partial Least Square ◽  
Least Square ◽  
Investment Management

<em>This study uses objects in one of the state-owned companies engaged in microfinance services, namely PT. Investment Management. In this case, of course, PT PNM Investment Management has growth that is very dependent on the service of employees to customers. Therefore, companies must continually improve services to customers and be able to maintain and improve employee performance. This research aims to determine the effect of organizational justice on employee engagement through organizational identification. This quantitative study is based on data collected using a questionnaire distributed to 78 respondents of PT. Investment Management is then analyzed using partial least square. In the results of the analysis using PLS it was found that organizational identification was able to mediate the effect of organizational justice (distributive justice, procedural justice, interactional justice) on employee engagement. This shows that the employee engagement can be achieved by many factors and some of them are about the concept of justice applied by the company and identification of the organization owned by employees, especially employees of PT. PNM Investment Management.</em>

A deep acting perspective generation Y hotel employees’ workplace deviance

2020 ◽  
Vol 32 (2) ◽  
pp. 835-852
Author(s):  
Yanping Yu ◽  
Haemi Kim ◽  
Hailin Qu
Keyword(s):  
Emotional Exhaustion ◽  
Generation Y ◽  
Organizational Identification ◽  
Workplace Deviance ◽  
Mediating Effect ◽  
Equation Modeling ◽  
Deep Acting ◽  
Content Type ◽  
Hotel Employees ◽  
The Relationship

Purpose This study aims to develop a measurement scale to assess generation Y China hotel employees’ workplace deviance and then investigate the effect of generation Y employees’ deep acting on workplace deviance by focusing on the mediating effect of emotional exhaustion and the moderating effect of organizational identification. Design/methodology/approach The study first adopts a mixed-methods approach to develop the scale of generation Y hotel employees’ workplace deviance, then multiple data is collected targeting 580 hotel employees by a three-stage survey. Structural equation modeling (SEM) and a hierarchical regression analysis were used to test the hypotheses. Findings Workplace deviance of generation Y hotel employees in China was divided into two dimensions, aggression and neglect. Deep acting was found to be negatively related to workplace deviance, and emotional exhaustion had a mediating effect on the relationship between deep acting and workplace deviance. Organizational identification strengthened the effect of deep acting on neglect and the effect of deep acting on emotional exhaustion, whereas it did not moderate the relationship between deep acting and aggression. Originality/value First, this study provides a more powerful explanatory perspective on the conservation of resources theory to explore future research by especially targeting generation Y employees. Second, this study develops the elements of workplace deviance structure of generation Y hotel employees, especially in the Chinese cultural context. Third, it explores the inherent mechanism of how and why deep acting impacts workplace deviance.

scholarly journals THE RELATIONSHIP BETWEEN PERSON-ORGANIZATION FIT, ORGANIZATIONAL IDENTIFICATION AND WORK OUTCOMES

2014 ◽  
Vol 16 (2) ◽  
pp. 369-386 ◽  
Author(s):  
Mahmut Demir ◽  
Sirvan Sen Demir ◽  
Kevin Nield
Keyword(s):  
Job Performance ◽  
Organizational Identification ◽  
Structural Equation ◽  
Negative Influence ◽  
Positive Influence ◽  
Full Time ◽  
Confirmatory Factor Analyses ◽  
Production Deviance ◽  
Person Organization Fit ◽  
The Relationship

The purpose of this research is to analyse the relationship of person-organization fit in hotels through organizational identification, job performance, production deviance behavior, and the intention to remain. To achieve this, first the literature was consulted to provide a conceptual model. Through conducting a face-to-face interview, a total of 582 questionnaires were collected from employees who were full-time employees of the five-star hotels operating within the Mugla region of Turkey. The data obtained from the survey was analysed via the statistics program; within this explanatory and confirmatory factor analyses were performed within the framework of Structural Equation Modelling. The study concluded and identified, that external factors, namely “person-organization fit”, have an effect on internal factors such as “organizational identification”, “job performance”, “production deviance” and the “intention to remain”. The empirical results indicate that person-organization fit has a significant and positive influence on organizational identification, job performance and intention to remain, while has a significant and negative influence on production deviance behavior. The results also indicate that the organizational identification has an important effect on job performance, intention to remain and production deviance behavior.

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