The effect of organizational identification on employee affective and performance responses

Organizational identification (OI), defined as the importance of the organization in the person's self-concept, was argued to influence employee affective responses (job satisfaction and alienation) and performance responses (task involvement, investment of effort, and performance effectiveness). More specifically, it was hypothesized that there is 1. a positive relationship abetween OI and satisfaction with five job dimensions-work, supervision, pay, promotion and co-workers; 2. a negative relationship between OI and alienation; and 3. a positive relationship between OI and three task-related variables-task involvement, investment of effort, and performance effectiveness. A survey study was conducted on 215 service deliverers to the elderly in a large midwest city. The results were mostly consistent with the hypotheses.The data for this study was collected under the auspices of theBenjamin Rose Institute, Cleveland, Ohio.