Ethical leadership and organizational citizenship behaviours: the moderating role of organizational identification

This study examines whether the relationship between ethical leadership and organizational citizenship behaviours (OCBs) is contingent on organizational identification. Drawing on substitutes for leadership theory, the study proposes that the relationship between ethical leadership and OCBs will be attenuated when employees strongly identify with their organization. Using a sample of Egyptian banking sector employees, this proposition was tested with hierarchal linear modelling (HLM). The results revealed that the positive relationship between ethical leadership and OCBs was stronger for those lower in organizational identification than for those higher in identification. Overall, the findings of the study shed new light on the conditions through which ethical leadership enhances OCBs.     

The effects of personal alienation on organizational identification: A quality-of-work-life model

It was hypothesized that personal alienation has a negative impact on organizational identification. The negative relationship between alienation and organizational identification was explained through a set of mediating variables involving need deprivation, job satisfaction, and job involvement. More specifically, it was hypothesized that alienation increases need deprivation, which in turn decreases job satisfaction, which in turn decreases job involvement, which ultimately decreases organizational identification. A study was conducted involving 219 service deliverers to the elderly. Self-report measures were administered. The data was subjected to a path analysis. The results provided moderate support for the quality-of-work-life model. Management implications are discussed.The authors would like to express their gratitude for the constructive comments made by the anonymous review of this journal.     

Exploring predictors of organizational identification: Moderating role of trust on the associations between empowerment,organizational support,and identification

The purpose of this study is to explore the associations among psychological empowerment, perceived organizational support (POS), trust in supervisor, and organizational identification. In particular, this study posits that trust in supervisor moderates the relationships between psychological empowerment, POS, and organizational identification. Blue collar employees from the shipping industry in Turkey are selected as the main target of this study. A total of 518 questionnaires were analysed. Results indicate that all the dimensions of psychological empowerment, namely goal internalization, perceived competence, and perceived control, POS, cognition- and affect-based trust in supervisor are positively associated with organizational identification. Moderation analysis shows that cognition-based trust in supervisor moderates the relationships between perceived competence, perceived control, and organizational identification, whereas affect-based trust in supervisor moderates the relationships between goal internalization, POS, and organizational identification. Furthermore, some practical implications are also discussed.     

组织认同与离职意向关系的元分析

本研究采用元分析方法探索了组织认同与离职意向的关系。通过文献搜索与筛选, 获得了59项研究和71个独立效应量, 共包含23180名被试。根据数据特点, 采用随机效应模型对两者关系进行了分析, 结果表明, 整体上组织认同与离职意向呈现高等程度的负相关(r = −0.453); 不同维度内容的组织认同测量工具、被试从事的行业类型对组织认同与离职意向的关系具有调节效应, 但不同认知结构的离职意向测量工具、文化背景的调节效应不显著。上述结果证明了组织认同对离职意向的影响作用, 同时, 也强调了科学研究中测量工具使用的科学性。     

The incremental validity of organizational commitment,organizational trust,and organizational identification

Organizational commitment (OC), organizational trust (OT), and organizational identification (OI) are three types of psychological attachment to an organization. Each of these three variables captures an organization-targeted attitude toward an employment relationship, but it is unclear whether they have incremental validity over each other. To address this question, this study examined the incremental validity of each variable in predicting job involvement, job satisfaction, turnover intentions, and non-self-report measures of task performance and citizenship behavior. It also examined whether perceived organizational support and psychological contract breach, two other organization-targeted attitudinal variables, were related to OC, OT, and OI when the latter were considered jointly. Meta-analytical evidence suggests that OC, OT, and OI have incremental validity over and above one another in their relationships with some, but not all, of the above correlates. This highlights the need for future research to distinguish these three types of psychological attachment to an organization.     

Commitment profiles: Combinations of organizational commitment forms and job outcomes

Although the three-component model of organizational commitment by Meyer and Allen (1991) posits that an employee can experience the three components concurrently, previous research has been largely variable-centered, looking at the antecedents and outcomes of each component separately. Two studies explored how the three components combine to create distinct “profiles” of commitment and the implications of different profiles. In Study 1, six clusters were identified using k-means cluster analysis. These were labeled as the Highly committed, Non-committed, Neutral, Affective dominant, Continuance dominant and the Affective-Normative dominant profiles. Analysis of variance results indicated that the Highly committed, Affective-Normative dominant and the Affective dominant profiles demonstrated the most desirable job behaviors. The Non-committed profile showed the least desirable outcomes, followed by the Continuance dominant profile. Study 2 largely replicated these findings. The results suggest that affective commitment is the primary driver of positive outcomes, especially when combined with low levels of continuance commitment.     

A single‐item graphic scale for the measurement of organizational identification

We offer a single‐item graphic scale for the measurement of identification with organizations and organizational units. The scale is based on conceiving of identification in terms of distance or overlap between entities in a cognitive space. We present results from five samples regarding the reliability and validity of the scale.     

Extending the expanded model of organizational identification to occupations

We extend Kreiner and Ashforth's (2004) research on the expanded model of organizational identification to the occupational level of self. A survey of 251 customer service representatives from an Indian call center indicates that occupational identification, occupational disidentification, ambivalent occupational identification, and neutral occupational identification are empirically differentiable. Further, each form of identification in the expanded model was related to certain predictors from a set of ten situational and individual difference variables, and to certain outcomes from a set of five adjustment variables. The differing patterns of antecedents and outcomes for each form of occupational identification suggest that each form constitutes a relatively unique phenomenon.     

Socializing Hungarians in Transylvania,Romania: A case of international organizational socialization

This study was the first to compare organizational socialization of Hungarians (N = 122) and Romanians (N = 193) in Transylvania. Organizational socialization content was measured with the OSI (Organizational Socialization Inventory; Taormina, 1994 Taormina, R. J. 1994. The Organizational Socialization Inventory. International Journal of Selection and Assessment, 2: 133–145. [Crossref] , [Google Scholar]) and included four domains: training, understanding, co-worker support, and future prospects. The effectiveness of organizational socialization was expressed in terms of global job satisfaction (Rice, Gentile, & McFarlin, 1991 Rice, R. W., Gentile, D. A. and McFarlin, D. B. 1991. Facet importance and job satisfaction. Journal of Applied Psychology, 76(1): 31–39. [Crossref], [Web of Science ®] , [Google Scholar]). When controlling for sample characteristics other than ethnic identity, there were no differences between Hungarians and Romanians on “understanding” and “future prospects”. On the domains “training” and “co-worker support” Hungarian respondents scored lower than Romanian respondents did. In both ethnic groups, “training” and “future prospects” facilitated global job satisfaction. In addition, “understanding” was positively related to global job satisfaction in the Hungarian sample. “Co-worker support” did not predict global job satisfaction. The role of tenure in content areas of organizational socialization and global job satisfaction was explored: There were no relations. Implications for the professional field discuss the provision of training, the facilitation of co-workers to act as socializing agents, and the information on future career opportunities.     

The neural network model of organizational identification

This paper proposes the Neural Network Model of Organizational Identification; the model depicts organizational identification as an associative link within an organization member’s social knowledge structure of self as it relates to a focal organization. Within this knowledge structure, organization identification connects self to organization via an attribute sub-network that includes self-concept and organization identity and via a valance sub-network that includes organization based self-esteem and attitudinal commitment. This model draws on the principles of balance-congruity, imbalance dissonance, and differentiation [Greenwald, A. G., Banaji, M. R., Rudman, L. A., Farnham, S. D., Nosek, B. A., & Mellott, D. S. (2002). A unified theory of implicit attitudes, stereotypes, self-esteem, and self-concept. Psychological Review, 109, 3–25.] to predict relationships between these organizational constructs. The Neural Network Model of Organizational Identification is parsimonious yet it effectively integrates and synthesizes the burgeoning literature on organizational identification. By operating at a neural network level of analysis, the model departs substantially from existing organization models by (1) specifying unique construct definitions; (2) offering an alternative perspective of the affective/cognitive dimensions and interrelationships; (3) introducing the concept of implicit cognition to the literature on organizational identification, which makes apparent problems with current measures; and (4) explaining phenomena not explained in existing models. This perspective adds precision and reveals that organizational identification is interconnected within a reciprocal network of mutual causality.     

Linking individuation and organizational identification: Mediation through psychological safety

ABSTRACT

This paper examines how individuation, a view that organizational members are all unique individuals, induces a perception of psychological safety and how perception of psychological safety, in turn, increases one’s organizational identification. Results from 66 respondents in Study 1 provided first support for the proposed mechanism. In Study 2, data collected from 176 employees in work organizations also provided evidence for this mediation model. It was found in both studies that individuation has a significantly positive association with the perception of psychological safety such that the more employees view individual members of the organization as unique individuals, the more likely they perceive that their organization is a safe environment for self-expression. Furthermore, perception of psychological safety was found to serve as a mediator linking individuation and organizational identification.     

A multiple case study of rape victim advocates' self-care routines: the influence of organizational context

This study assumes that rape victim advocates who provide community outreach services to victimized women must adjust to a heightened awareness of sexual violence to do their jobs. Using qualitative methodology, this multiple case study explored rape victim advocates' strategies for incorporating repeated exposure to sexual assault into their daily lives as well as ways that organizations can support such endeavors. Findings suggest that advocates' self-care routines draw upon various personal resources (i.e., cognitive, physical, social, spiritual, verbal), and serve 2 roles for coping with rape-related pain: (a) cathartic releasing of traumatic material, and (b) improving capacity to integrate the traumatic material into one's life. Additionally, over 20 organizational characteristics that workers perceive to be supportive (e.g., weekly meetings, flexible hours) were identified. Nonparametric and categorical statistical analyses were used to analyze the relationship between organizational support and self-care routines, finding that advocates working in organizations with higher levels of support utilize more strategies that are integrative in nature. Implications of these findings are discussed.     

Predicting the paths of peripherals: the interaction of identification and future possibilities

Two studies investigated how both degree of identification and the individual's position within the group influence aspects of group loyalty. The authors considered ingroup position in terms of both the individual's current position within a group and expectations concerning the likelihood that one's position might change in the future. Peripheral group members learned that their acceptance by other group members would improve in the future or that they could expect rejection by other group members. Various indices of group loyalty (ingroup homogeneity, motivation to work for the group, and evaluation of a motivated group member) showed that when group members anticipated future rejection, the lower the identification the less loyal they were. In contrast, those who expected future acceptance were more loyal (more motivated to work for the group) the lower their identification. Current group behavior depends on both intragroup future expectations and level of identification.     

Faking personality questionnaires: Fabricating different profiles for different purposes

Over fifty subjects completed four personality measures used in personnel selection. Based on a latin-square design they were asked to fill them in as they would if they were trying to present themselves as ideal candidates for the job of librarian, advertising executive or banker, while on one questionnaire they gave “honest,” actual responses. The results indicated, as previous research in this area has shown, that the questionnaires are all highly susceptible to faking, and that a quite different prototypic profile arose for each of the three different jobs. The results are discussed in terms of the templates of fakers for specific jobs; the methods of detecting fakers, and what dissimulation studies tell us about theories of both occupations and personality.     

Faking personality questionnaires: Fabricating different profiles for different purposes

Over fifty subjects completed four personality measures used in personnel selection. Based on a latin-square design they were asked to fill them in as they would if they were trying to present themselves as ideal candidates for the job of librarian, advertising executive or banker, while on one questionnaire they gave “honest,” actual responses. The results indicated, as previous research in this area has shown, that the questionnaires are all highly susceptible to faking, and that a quite different prototypic profile arose for each of the three different jobs. The results are discussed in terms of the templates of fakers for specific jobs; the methods of detecting fakers, and what dissimulation studies tell us about theories of both occupations and personality.     

Predicting habit: The case of physical exercise

ObjectivesHabit has been an undervalued concept in the behavioral sciences during the past few decades. One reason may be that habit has been equated with behavioral frequency. This leaves out an important characteristic of habits, i.e., the fact that repeated behavior may acquire a degree of automaticity. The present study aimed to demonstrate that exercising habit can be reliably measured, can empirically be distinguished from past frequency of exercising, and can thus be adopted as a meaningful criterion.Design and methodsA longitudinal study was conducted with two measurements one month apart among 111 students. Intentions to exercise, perceived behavioral control of exercising, past exercising frequency, and exercising habit were assessed at both measurements through an internet-based questionnaire. Exercising habit was assessed by the Self-Report Habit Index [Verplanken & Orbell (2003). Reflections on past behaviour: A self-report index of habit strength. Journal of Applied Social Psychology, 33, 1313–1330]), which breaks down the habit concept in the subjective experience of repetition and automaticity.ResultsThe results showed that exercising habit can be reliably measured, is stable over time, and can be distinguished from mere exercising frequency.ConclusionsIn addition to frequency of behavior, measuring habit provides information about the way behavior is executed. An important element of exercising behavior is the decision to go exercise. It is argued that the habit concept is therefore particularly relevant for the initiation of and adherence to exercising. Implications of distinguishing behavioral frequency and habit for interventions are discussed.     

Organizational identification and organizational commitment: Distinct aspects of two related concepts

The conceptual differences between organizational commitment and identification are discussed theoretically and examined empirically. The present study is based on data of 450 employees of five different organizations in Nepal. A revised eight-item scale was designed out of Cheney's Organizational Identification Questionnaire to assess the core aspects of organizational identification. In confirmatory factor analyses, identification was found to be distinguishable from four related commitment concepts (i.e. affective, continuance, normative, and attitudinal commitment).