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.     

The effects of service activities on adolescent alienation

This research evaluated the effects of involvement of adolescents in community service activities on levels of alienation. It was proposed that alienation could be reduced through the implementation of a model which utilized community service activities to facilitate adolescent access to adult society, development of responsibility, collaborative and cooperative work, and control over planning and outcomes. It is suggested that adolescent involvement in service activities can produce positive benefits, among which are reduced levels of alienation, improved school behavior, improved grade point average, and acceptance by the adult community. These findings also suggest that females respond more positively to school when allowed to problem-solve collectively and collaboratively.     

The two faces of hostility: The implications of personal construct theory for understanding alienation

Although Kelly did not deal with alienation directly, the theory of personal constructs makes an important contribution to a comprehensive understanding of this complex phenomenon. By relating to specific functions of the individual, personal construct psychology explains how alienation is perpetuated by the very people who are its victims. In this article, 1 point out the link of PCT with the phenomenon of alienation that confirms the implicit presence of the social in the personal construction of reality. This elaboration provides an interpretation of Kelly's theory that escapes the limitations of radical individualism and enhances our understanding of sociocultural processes.     

The effects of teaching experience on levels of alienation

This study was designed to measure the levels of alienation among American student and full-time teachers, based on the length of their experience with the public school organization. One hundred seventy eight subjects, including 113 full-time teachers and 65 student teachers, were administered the Dean Alienation Scale. Analysis of the data indicated that student teachers had significantly higher levels of alienation, isolation, normlessness, and powerlessness, than did full-time teachers. The less experience the teacher had, the higher were his or her levels of total alienation and powerlessness.     

Projective identification fifty years on: A personal view

Since its introduction by Melanie Klein in 1946 the concept of projective identification has inspired, baffled, rankled, but always mesmerized its adherents and opponents alike. I offer in this paper a brief outline of the concept's development over the past fifty years by way of some thoughts on a personal journey of discovery surrounding its meaning and clinical usefulness to my work as a child therapist. I would like to suggest that definitions in current use seem to be derived more from adult work than from work with children, which has sometimes skewed the debate surrounding the concept in a particular direction. In both its conceptual guises, namely, as an unconscious 'phantasy' and as an interpersonal feature of the transference, projective identification is a logical extension of certain aspects of Klein's work with small children. In child work too the developmental status of the concept comes more into focus.     

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.     

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.     

The interactive effects of perceived external prestige and need for organizational identification on turnover intentions

Recent research has highlighted the importance of understanding the influence of an organization’s external image on its members. Although progress has been made in understanding how perceived external prestige relates to workplace outcomes, researchers have not examined the joint effect of perceived external prestige and individual differences on such outcomes. In this article, we tested the impact of perceived external prestige on turnover intentions, but we also assumed that this influence is moderated by individuals’ need for organizational identification. Using three samples and a longitudinal research design, we found consistent support for this assumption. These results provide empirical support for the theoretical integration of social identity and need-based motivation theories.     

The interactive effects of perceived external prestige and need for organizational identification on turnover intentions

Recent research has highlighted the importance of understanding the influence of an organization’s external image on its members. Although progress has been made in understanding how perceived external prestige relates to workplace outcomes, researchers have not examined the joint effect of perceived external prestige and individual differences on such outcomes. In this article, we tested the impact of perceived external prestige on turnover intentions, but we also assumed that this influence is moderated by individuals’ need for organizational identification. Using three samples and a longitudinal research design, we found consistent support for this assumption. These results provide empirical support for the theoretical integration of social identity and need-based motivation theories.     

Uniformity: The effects of organizational attire on judgments and attributions

Despite their prevalence in the marketplace, little empirical attention has been paid to how employee uniforms affect consumer reactions to service experiences. We propose that employee uniforms facilitate the shared categorization of employees and their organization in the mind of the customer, which affects many of the inferences that customers draw following service encounters. Study 1 shows that uniforms lead to greater attribution of responsibility to the company for employee behavior, especially following poor service. Studies 2 and 3 show that uniforms also lead to more assimilation of judgments across employees, increasing the impact of one employee's behavior on judgments of other employees of the same organization. Study 3 shows that employee uniforms lead to more extreme judgments of the company following service encounters. It also shows that bad (good) service from a uniformed employee makes competing companies look better (worse), indicating that uniforms can elicit contrast effects across companies. In sum, the mere presence of a uniform on an unsatisfactory service or retail employee can damage judgments of the organization and its employees and improve judgments of rival organizations compared to identical service from a nonuniformed employee. Managers seem unaware of these negative consequences. These same principles are likely to apply to a wide variety of uniformed services, including police, military, firefighters, and health-care providers.     

Interactive effects of work group and organizational identification on job satisfaction and extra-role behavior

Past research has focused on the differential relationships of organizational and work group identification with attitudes and behavior. However, no systematic effort has been undertaken yet to explore interactive effects between these foci of identification. We predicted that in cases of positive overlap of identifications (i.e. high work group and organizational identification) identifications are more strongly associated with employee job satisfaction and extra-role behavior than when only one of the identifications is high—that is, the one identification augments the influence of the other. These hypotheses were tested and supported with data from two samples of bank employees (N = 358) and travel agency employees (N = 308).     

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.     

Mobbing: its relationships with organizational culture and personal outcomes

A study dealing with the effects of both organizational culture and mobbing on personal and organizational outcomes of a sample of Spanish emergency workers, is reported here. It was found that there is a strong impact of organizational culture dimensions on mobbing, and that mobbing affects job satisfaction, organizational commitment and organizational citizenship behaviour. Results concerning organizational commitment show that this variable is not a mere effect of mobbing in general, but rather that it is also a direct impact of culture on this outcome.     

A Bayesian model for implicit effects in perceptual identification

Retrieving effectively from memory (REM; R. M. Shiffrin & M. Steyvers, 1997), an episodic model of memory, is extended to implicit memory phenomena, namely the perceptual identification studies reported in R. Ratcliff and G. McKoon (1997). In those studies, the influence of prior study was greatest when words were presented most briefly and when forced-choice targets and foils were most similar. R. Ratcliff and G. McKoon use these data to argue against models in which prior study changes a word's representation. A model in which prior study changes a word's representation by adding context information is fit to their data; at test, the model uses a Bayesian decision process to compare the perceptual and context features associated with the test flash to stored traces. The effects of prior study are due to matching extra context information and are larger when alternatives share many features, thereby reducing noise that attenuates these effects.     

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.     

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.     

Schizophrenic troubles of personal identity: A cognitive model

A cognitive approach to the psychiatric clinic raises the problem of conceptual articulation between the pathological phenomena observed in clinic and models derived from cognitive sciences.

The theoretical approach of H. von Foerster linking communication, language and personal identity in a common formalism seems to constitute a pertinent framework for such articulation.     

A comparative analysis of the effects of alienation on public and private school females

The levels of alienation of American female school students (N = 431; 256 public, 175 private) were assessed to determine the extent of the influence of the school environment on the student's level of alienation and the dimensions of isolation, normlessness, and powerlessness. It was hypothesized that substantially different school settings would have no significant effects because student alienation is influenced by a series of complex environmental factors. The Dean Alienation Scale (1961) was used to assess levels of alienation. There were no significant differences in terms of total alienation and powerlessness. Private school students, however, were more isolated (p less than .001) and public school students had higher levels of normlessness (p less than .05).     

The personal is the organizational in the ethics of hospital social workers

Understanding the social context of clinical ethics is vital for making ethical discourse central in professional practice and for preventing harm. In this paper, we present findings about clinical ethics from in-depth interviews and consultation with 7 members of a hospital social work department. Workers gave different accounts of ethical dilemmas and resources for ethical decision making than did their managers, whereas workers and managers agreed on core-guiding ethical principles and on ideal situations for ethical discourse. We discuss the research team's initial interpretations, the relevance of the extant ethics literature to organizational structures and dynamics, and alternative perspectives on clinical ethics.