Employee Ownership and Organizational Identification: - The Role of Types of Employee Ownership

Beta ◽  
2015 ◽  
Vol 29 (02) ◽  
pp. 184-205
Author(s):  
Gunnar Magne Økland ◽  
Olav Kvitastein
Keyword(s):  
Organizational Identification ◽  
Employee Ownership

scholarly journals Employee Ownership in Britain Today

2017 ◽  
Author(s):  
Andrew Pendleton ◽  
Andrew Robinson
Keyword(s):  
Economic Change ◽  
Employee Ownership ◽  
Perceived Benefits ◽  
Research Project ◽  
Political Factors ◽  
Business Succession

The chapter reviews the development of new forms of employee ownership in Britain since the 1980s. It compares trust-based and direct forms of ownership, as well as hybrids of the two, drawing attention to the perceived benefits of each. The chapter then considers the influences on the development of these forms of ownership. It highlights the role of political factors within a broader context of economic change. Finally, drawing on a research project currently under way, it discerns four main circumstances in which employee ownership is created, such as privatization and business succession. It is noted that those involved in ownership conversions varies by these circumstances. This in turn reflects on the forms of ownership and governance adopted.

The Mediating Role of Organizational Identification in the Relation between Organizational Social Capital, Perceived Organizational Prestige, Perceived Employability and Career Satisfaction

2021 ◽  
Vol 24 ◽  
Author(s):  
Karina Peña-González ◽  
Gabriela Nazar ◽  
Carlos-María Alcover
Keyword(s):  
Social Capital ◽  
Career Development ◽  
Organizational Identification ◽  
Career Satisfaction ◽  
Mediation Effect ◽  
Organizational Social Capital ◽  
Mediating Role ◽  
Perceived Employability ◽  
The Impact

Abstract In career development, a variety of personal, organizational and labor market variables challenge employees and organizations, in particular those in dynamic working environments, such as higher education (HE) institutions. This study examines the association between work history, organizational social capital (OSC) and perceived organizational prestige (POP) as antecedent variables, and perceived employability (PE) and career satisfaction (CS) as outcome variables, as well as the mediating role of organizational identification (OI) in these relations. A sample of 283 workers in Chilean HE institutions filled out an on-line questionnaire, and hypotheses were tested using a mediation model. Results indicated a significant mediation effect of OI, abt = 0.363, 95% CI [0.181, 0.576] abt/c = 31.98%, to explain the relationship between internal perceived employability (IPE) and its predictor variables POP, abpo = 0.102, 95% CI [0.056, 0.160], abpo/c = 9.01%, and OSC, abcsoc = 0.101, 95% CI [0.053, 0.183, abcsoc/c = 8.89%. Promoting a positive image of the organization and its social capital, strengthened by OI, emerge as strategies for HR management oriented toward workers’ career development, with consequent implications for commitment, intention to leave and ultimately for organizational results. The study provides a deeper understanding of the complexity of careers and explains the importance of identification with the organization when the impact of organizational attributes on one’s career is analyzed.

scholarly journals INVESTIGATING THE ROLE OF JOB SATISFACTION: DOES IT ACT AS A MODERATOR OR MEDIATOR BETWEEN ORGANIZATIONAL IDENTIFICATION AND WORK ENGAGEMENT?

2019 ◽  
Vol 6 (4) ◽  
Author(s):  
Sevcan KILIÇ AKINCI
Keyword(s):  
Job Satisfaction ◽  
Work Engagement ◽  
Social Identity Theory ◽  
Organizational Identification ◽  
Structural Equation ◽  
Mediating Effect ◽  
Business Units ◽  
Equation Modelling ◽  
The Relationship

This study extends Social Identity Theory by examining the link between organizational identification (OI) and work engagement (WE) through enhanced job satisfaction (JS) and testing it in a non-US environment, which makes contribution to the literature. The study was conducted on a large sample (527) of Turkish blue and white-collar employees from business units of 15 independent companies from 10 different industry types and data was analyzed with Structural Equation Modelling. The results showed that organizational identification is positively related with work engagement. Job satisfaction did not moderate the relationship between OI and WE, but it mediated 54 % of the effect of OI and thus, confirmed the applicability of Social Identitiy Theory in a Turkish context. Results revealed that a sense of identification may be a precondition for work engagement; but it is the mediating effect of job satisfaction, which enhances this relationship.

The relationship between workgroup identification and organizational identification: The moderating role of perceived similarities between targets

2014 ◽  
Vol 20 (4) ◽  
pp. 485-507 ◽  
Author(s):  
Géraldine Marique ◽  
Florence Stinglhamber ◽  
Donatienne Desmette ◽  
Edwine Goldoni
Keyword(s):  
Organizational Commitment ◽  
Organizational Identification ◽  
Value Congruence ◽  
Affective Organizational Commitment ◽  
Global Measure ◽  
The Relationship ◽  
Moderating Role

AbstractThe present research aims to examine the role played by perceived similarities between the workgroup and the organization in the relationships between workgroup identification, organizational identification, and affective organizational commitment. Using two different samples, we found that when perceived similarities were high, workgroup identification was more strongly related to organizational identification and that this relationship carried over to affective organizational commitment. These results were obtained with both a global measure of perceived similarities (Study 1) and a more narrow measure operationalizing perceived similarities in terms of value congruence (Study 2), confirming the generalizability of our results.

To quit or not to quit

2018 ◽  
Vol 47 (5) ◽  
pp. 1062-1076 ◽  
Author(s):  
Sheng-Wuu Joe ◽  
Wei-Ting Hung ◽  
Chou-Kang Chiu ◽  
Chieh-Peng Lin ◽  
Ya-Chu Hsu
Keyword(s):  
Social Identity Theory ◽  
Organizational Identification ◽  
Turnover Intention ◽  
Ethical Climate ◽  
Three Dimensions ◽  
High Tech ◽  
Questionnaire Response ◽  
Content Type ◽  
The Relationship

Purpose To deepen our understanding about the development of turnover intention, the purpose of this paper is to develop a model that explains how ethical climate influences turnover intention based on the ethical climate theory and social identity theory. Design/methodology/approach The hypotheses of this study were statistically tested using a survey of working professionals from Taiwan’s high-tech industry. Of the 400 questionnaires distributed to the working professionals from five large high-tech firms in a well-known science park in Northern Taiwan, 352 usable questionnaires were returned for a questionnaire response rate of 88 percent. Findings The test results of this study first show that all three dimensions of ethical climate (i.e. instrumental, benevolent, and principled) are indirectly related to turnover intention via the mediation of firm attractiveness. Moreover, instrumental and benevolent climate directly relate to turnover intention, whereas benevolent climate negatively moderates the relationship between principled climate and firm attractiveness. Originality/value This study finds that benevolent climate plays a dual role as an antecedent and a moderator in the formation of turnover intention, complementing prior studies that merely concentrate on the single role of benevolent climate as either an antecedent or a moderator. The effect of principled climate on organizational identification complements the theoretical discussion by Victor and Cullen (1987) about deontology in which an ethical workplace climate (such as legitimacy) drives employees to invest in identity attachments to the organization and influences their future career decision (e.g. turnover).

Organizational identification and employees’ innovative behavior: the mediating role of work engagement and the moderating role of creative self-efficacy

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Guangning Zhang ◽  
Yingmei Wang
Keyword(s):  
Work Engagement ◽  
Organizational Identification ◽  
Self Efficacy ◽  
Innovative Behavior ◽  
Content Type ◽  
Mediating Role ◽  
Creative Self ◽  
The Relationship ◽  
Moderating Role

Purpose This study aims to investigate the effect of organizational identification to employees’ innovative behavior, the mediating role of work engagement and the moderating role of creative self-efficacy in the relationship between organizational identification and employees’ innovative behavior. Design/methodology/approach This study adopted questionnaires to gather data. The sample of 289 employees working in diverse organizations in China was applied to examine the hypotheses. Findings The results indicates that organizational identification is positively related to employees’ innovative behavior and work engagement mediates the relationship between organizational identification and employees’ innovative behavior. In addition, creative self-efficacy enhances the relationship of work engagement and employees’ innovative behavior. Originality/value This study builds a system from psychological aspect to behavior, which includes the effect of individual cognition to explain the mechanism of organizational identification on employees’ innovative behavior.

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