scholarly journals Understanding Responses to an Organizational Takeover: Introducing The Social Identity Model of Organizational Change

2021 ◽  
Author(s):  
Neela Surangani Mühlemann ◽  
Niklas K Steffens ◽  
Johannes Ullrich ◽  
S. Alexander Haslam ◽  
Klaus Jonas
Keyword(s):  
Organizational Change ◽  
Social Identity ◽  
Organizational Citizenship Behavior ◽  
Organizational Identification ◽  
Satisfaction With Life ◽  
Negative Impact ◽  
Citizenship Behavior ◽  
Identity Model ◽  
Change Identification ◽  
Adjustment Outcomes

This paper presents a Social Identity Model of Organizational Change (SIMOC) and tests this in the context of employees’ responses to a corporate takeover. This model suggests that employees will identify with the newly emerging organization and adjust to organizational change more successfully the more they are able to maintain their pre-existing social identity (an identity maintenance pathway) or to change understanding of their social identity in ways that are perceived as constituting identity gain (an identity gain pathway). We examine this model in the context of an acquisition in the pharmaceutical industry where 225 employees were surveyed before the implementation of the organizational change and then again 18 months later. In line with SIMOC, pre-change identification predicted post-change identification and a variety of beneficial adjustment outcomes for employees (including job satisfaction, organizational citizenship behavior, lower depression, satisfaction with life, and post-traumatic growth) to the extent that either (a) they experienced a sense of identity continuity or (b) their supervisors engaged in identity leadership that helped to build a sense that they were gaining a new positive identity. Results showed a negative impact of pre-change organizational identification on post-change identification and various adjustment outcomes if both pathways were inaccessible, thereby contributing to employees’ experience of social identity loss. Discussion focuses on the ways in which organizations and their leaders can better manage organizational change and associated identity transition.

Job insecurity and performance: the mediating role of organizational identification

2017 ◽  
Vol 46 (8) ◽  
pp. 1508-1522 ◽  
Author(s):  
Beatrice Piccoli ◽  
Antonino Callea ◽  
Flavio Urbini ◽  
Antonio Chirumbolo ◽  
Emanuela Ingusci ◽  
...  
Keyword(s):  
Social Identity ◽  
Organizational Citizenship Behavior ◽  
Organizational Identification ◽  
Structural Equation ◽  
Job Insecurity ◽  
Theoretical Perspective ◽  
Contextual Performance ◽  
Citizenship Behavior ◽  
Equation Modeling ◽  
Content Type

Purpose The purpose of this paper is to extend knowledge about theoretical explanations of the job insecurity-performance relationship. Specifically, the authors examine how and why job insecurity is negatively associated with task and contextual performance (i.e. organizational citizenship behavior) and whether organizational identification may account for these relationships. Design/methodology/approach The mediational hypotheses were examined using structural equation modeling in a heterogeneous sample of Italian employees. Findings Consistent with social identity theory, results show that job insecurity is related to reduced levels of identification with the organization and, consequently, to low task and contextual performance. These findings suggest that employees’ behaviors in job insecure contexts are also driven by evaluations about the perceived belongingness to the organization. Practical implications The research supports initial evidence that it is possible to prevent low performance resulting from job insecurity by designing interventions to boost organizational identification. By ensuring a sense of belonging and providing a positive basis for employees’ social identity, managers may increase involvement and attachment to the organization. Originality/value This study provides a deeper understanding of behavioral reactions to job insecurity and adds a path unexplored so far, by introducing a theoretical perspective from social psychology. Job insecurity may represent a specific condition that leads organizational identification to be a key mechanism for employees and their behaviors.

Factors influencing green organizational citizenship behavior

2020 ◽  
Vol 48 (9) ◽  
pp. 1-12
Author(s):  
Ling Xiang ◽  
Yi-Chun Yang
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Organizational Identification ◽  
Management Practices ◽  
Citizenship Behavior ◽  
Human Resource Management Practices ◽  
Green Human Resource Management

We examined the relationships between green human resource management practices, organizational identification, and green citizenship behaviors in the hotel industry. Our framework comprised 5 dimensions of green human resource management practices: green recruitment, green training, green performance management, green reward, and green involvement. We predicted that each dimension would positively influence frontline employees' organizational identification, and, in turn, their green organizational citizenship behaviors of eco-initiatives, eco-civic engagement, and eco-helping. Participants were 426 frontline employees working in Taiwanese hotels. Consistent with our predictions, each of the 5 green human resource management practices had a positive influence on organizational identification, which then positively affected green organizational citizenship behavior. Moreover, green human resource management practices enhanced employees' green organizational citizenship behavior, and organizational identification was an effective mediator of the relationship between green human resource management practices and green organizational citizenship behavior. Practical and theoretical implications of the findings are discussed.

scholarly journals Unstable Jobs Cannot Cultivate Good Organizational Citizens: The Sequential Mediating Role of Organizational Trust and Identification

2019 ◽  
Vol 16 (7) ◽  
pp. 1102 ◽  
Author(s):  
Byung-Jik Kim
Keyword(s):  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Organizational Identification ◽  
Job Insecurity ◽  
Organizational Trust ◽  
Organizational Outcomes ◽  
Citizenship Behavior ◽  
Identification Function ◽  
The Impact ◽  
Underlying Processes

Although existing works have investigated the influence of employee’s job insecurity on his or her perceptions or attitudes, those studies relatively have paid less attention to the influence of it on employee’s behaviors, as well as to its intermediating mechanisms of the relationship between job insecurity and the behaviors. Considering that employee’s behaviors substantially influence various organizational outcomes, I believe that studies which examine the impact of job insecurity on the behaviors as well as its underlying processes are required. Grounded on the context–attitude–behavior framework, I delved into the intermediating mechanism between job insecurity and organizational citizenship behavior with a sequential mediation model. In specific, I hypothesized that employee’s organizational trust and organizational identification would sequentially mediate the job insecurity–organizational citizenship behavior (OCB) link. Utilizing 3-wave time-lagged data from 303 employees in South Korea, I found that organizational trust and organizational identification function as sequential mediators in the link. The finding suggests that organizational trust and organizational identification are underlying processes to elaborately explain the job insecurity–OCB link.

Influence strategies and work outcomes: effects of attributions

2019 ◽  
Vol 13 (4) ◽  
pp. 967-984
Author(s):  
Melody P.M. Chong ◽  
Xiji Zhu ◽  
Pingping Fu ◽  
Ling Ying Sarinna Wong
Keyword(s):  
Job Performance ◽  
Organizational Citizenship Behavior ◽  
Negative Impact ◽  
Work Outcomes ◽  
Citizenship Behavior ◽  
Influence Strategies ◽  
Content Type ◽  
Authoritarian Leadership ◽  
Influence Strategy ◽  
Positive Effect

Purpose Previous research on influence strategies has almost exclusively indicated negative relationships between assertive influence and employee work outcomes; the purpose of this study is to argue that an assertive influence strategy can also lead to both positive and negative work outcomes, when subordinates hold different attributions towards the leaders’ motive of using assertive influence (hereafter “the cause”). Design/methodology/approach The empirical study was based on data collected from 930 employees in China. The authors developed hypotheses to test the mediating effects of three types of perception in the relationship between an assertive influence strategy and five outcomes, and additional analyses on persuasive and relational influence strategies are also conducted. Findings Results show that when subordinates attribute the cause to their ability (internal attribution), an assertive influence has indirect positive effect on felt obligation, organizational commitment, job performance and organizational citizenship behavior; when subordinates attribute the cause to the poor relationship with their superiors (relational attribution), an assertive influence has indirect negative impact on most outcomes except for job performance; when subordinates perceive that the cause is to the superiors, such as authoritarian leadership (external attribution), an assertive influence has indirect positive effect on job performance. Practical implications The study highlights the importance of subordinates’ perceptions during the leadership influence processes. Originality/value This study was the first to examine the mediation relationship between three types of influence strategies and five organizational outcomes based on a large sample of front-line staff in China. The findings of the study also enrich the literature of leadership and attribution theories.

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