scholarly journals INVESTIGATION OF THE RELATIONSHIP BETWEEN THE PERSONALITY, ORGANIZATIONAL IDENTIFICATION AND TURNOVER IN COMPETITIVE FLIGHT MODEL

2021 ◽  
Author(s):  
Pervin TUNÇ ◽  
Osman YILDIRIM ◽  
Esra AYDIN GÖKTEPE ◽  
Selçuk ÇAPUK
Keyword(s):  
Organizational Identification ◽  
The Relationship ◽  
Flight Model

scholarly journals Investigation Of The Relationship Between The Personality, Organizational Identification and Turnover In Competitive Flight Model

TroyAcademy ◽  
2021 ◽  
pp. 1-24
Author(s):  
Pervin TUNÇ ◽  
Osman YILDIRIM ◽  
Esra AYDIN GÖKTEPE ◽  
Selçuk ÇAPUK
Keyword(s):  
Organizational Identification ◽  
The Relationship ◽  
Flight Model

scholarly journals Exploring the relationship between corporate social responsibility actions and employee retention: A human resource management perspective

2021 ◽  
pp. 1-13
Author(s):  
Hajar Boutmaghzoute ◽  
Karim Moustaghfir
Keyword(s):  
Job Satisfaction ◽  
Organizational Identification ◽  
Employee Retention ◽  
Employee Commitment ◽  
Theoretical Framework ◽  
Theoretical Research ◽  
Future Research ◽  
Behavioral Factors ◽  
The Relationship

BACKGROUND: This study builds on the little guidance in the existing literature to analyze the relationship between employee-oriented CSR actions and employee retention in a business context, while using Freeman stakeholders’ model as a theoretical research framework. This research also aims to shed light on significant behavioral factors facilitating the relationship between CSR endeavors and turnover rate. OBJECTIVE: This paper builds on the existing research gap in the literature and suggests that behavioral factors, including job satisfaction, organizational identification, and motivation facilitate the relationship between employee-oriented CSR actions and employee retention, which contributes to laying the foundations of a theoretical framework that has the potential to advance both theoretical and practitioner debates and disentangle the complexity of such a relationship, while offering strategically-focused development venues in CSR and HRM fields. METHODS: This research uses a single case study design to ensure an in-depth and detailed analysis of the phenomenon under scrutiny, while relying on a triangulation methodology for data collection, including a questionnaire used as exploratory approach, interviews to generate explanatory data, and archival data to bring confirmatory insights. Data analysis followed the procedures of a deductive approach. RESULTS: The research results show a positive relationship between employee-oriented CSR actions and employee retention, while demonstrating the facilitating role of job satisfaction, organizational identification, and motivation in moderating such a relationship. The findings also stress the importance of framing CSR interventions within the organization’s strategy and goals, while ensuring employee participation in such decision making processes to maximize the effect of CSR interventions on employee commitment and reduce turnover. CONCLUSIONS: This research has the potential to better clarify the nature of the relationship involving CSR interventions, from an employee perspective, retention, and turnover, while laying the foundations of a theoretical framework linking such constructs and other behavioral factors that underpin and support such a relationship. Building on the study’s findings and assumptions, future research is needed to gain a more comprehensive understanding of how HR-related CSR actions affect behavioral performance dimensions, resulting in employee commitment and retention. Future research should also consider multiple case study, multicultural, and ethnographic approaches for the sake of generalizability and theory building.

Racial dissimilarity and diversity climate effect organizational identification

2016 ◽  
Vol 35 (5/6) ◽  
pp. 314-327 ◽  
Author(s):  
Brooklyn Cole ◽  
Raymond J. Jones ◽  
Lisa M. Russell
Keyword(s):  
Organizational Identification ◽  
Turnover Intentions ◽  
Ordinary Least Squares ◽  
Important Variable ◽  
Hierarchical Regression ◽  
Diversity Climate ◽  
Climate Effect ◽  
Content Type ◽  
The Impact ◽  
The Relationship

Purpose The purpose of this paper is to empirically examine the relationship between psychological diversity climate (PDC) and organizational identification (OID) when influenced by racial dissimilarity between the subordinate and supervisor. Design/methodology/approach Ordinary least squares hierarchical regression analysis was run for hypotheses testing. Findings Three of the four hypothesized relationships were supported. Support was found for the direct relationship between PDC and OID. The moderator race was significant thus also supported. The moderator of dissimilarity was not supported. Finally the three-way interaction with race and dissimilarity was supported. Practical implications OID is an important variable for overall organizational success. OID influences a wealth of organizationally relevant outcomes including turnover intentions. Considering higher turnover exists for minority employees, understanding how diversity climate perceptions vary by employee race and therefore impact OID differently, helps managers when making decisions about various initiatives. Originality/value This study is the first the authors know of to investigate the impact of dissimilarity on the PDC-OID relationship.

Linking CEO relationship-focused leadership and corporate entrepreneurship: a multilevel moderated mediation model

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Yueyue Liu ◽  
Meng Xi ◽  
Feifei Li ◽  
Xiulin Geng
Keyword(s):  
Indirect Effect ◽  
Organizational Identification ◽  
Identity Theory ◽  
Environmental Uncertainty ◽  
Corporate Entrepreneurship ◽  
Structural Equations ◽  
Strategic Leadership ◽  
Firm Level ◽  
Content Type ◽  
The Relationship

Purpose Corporate entrepreneurship is an important way for organizations to gain competitive advantages and achieve sustainable development. However, few studies pay attention to the influence of CEO strategic leadership on corporate entrepreneurship. Drawing on social identity theory and uncertainty-identity theory, this study aims to investigate whether CEO relationship-focused leadership impacts corporate entrepreneurship through middle managers’ (MMs’) organizational identification and whether the indirect effect is moderated by environmental uncertainty. Design/methodology/approach Using 192 Chinese samples with 192 firm-level and 716 department-level observations, this study uses multilevel structural equations modeling by Mplus 8.0 to test the theoretical model. Findings This study finds that CEO relationship-focused leadership positively predicts MMs’ organizational identification and corporate entrepreneurship, and MMs’ organizational identification mediates the relationship between CEO relationship-focused leadership and corporate entrepreneurship. In addition, environmental uncertainty moderates not only the relationship between CEO relationship-focused leadership and MMs’ organizational identification but also the indirect effect of CEO relationship-focused leadership on corporate entrepreneurship through MMs’ organizational identification. Research limitations/implications This study enriches the understanding of process and contextualization of CEO strategic leadership influencing on corporate entrepreneurship. Originality/value To the best of the authors’ knowledge, this study is among the first to explore the influence of CEO relationship-focused leadership on corporate entrepreneurship.

Want Engaged Employees? Encourage Human Resource and Enhance Organizational Connectedness

2021 ◽  
Vol 6 (1) ◽  
pp. 1-12
Author(s):  
Abhishek Sharma
Keyword(s):  
Employee Engagement ◽  
Human Resource ◽  
Work Engagement ◽  
Organizational Identification ◽  
Practical Importance ◽  
Study Data ◽  
Organizational Productivity ◽  
Hr Practices ◽  
The Relationship ◽  
Viable Method

Work engagement is not only a "nice-to-have" but has been shown to be linked to various positive outcomes of work, including its proven financial and behavioural gains. The concern regarding employee engagement is increasing, and organizations of the 21st century are looking for every possible way to develop the culture of employee engagement deliberately. In this context, this research introduces employee engagement as a viable method to encourage organizational productivity and examines how perceptions of specific human resource (HR) practices and organizational identification relate to experiences of employee's work engagement. The study data was collected using standard psychometric tools from 75 mid-level managers working in various organizations. Statistical analysis was performed to answer research questions. The results conveyed the significance of applying encouraging human resource practices and demonstrated the positive effect of organization-al identification (OID) on work engagement. HR practices and OID were found instrumental in positively predicting the significant amount of work engagement. By discovering the relationship between HR practices (conditions that organizations can influence easily), organizational identification, and employee engagement, this study relates to the realistic implementation of measures to improve employee engagement and especially emphasises them. As most companies are searching for ways to promote employee engagement, the latest re-search results are of practical importance to HR executives.

The identity-based explanation of affective commitment

2014 ◽  
Vol 29 (3) ◽  
pp. 321-340 ◽  
Author(s):  
Long W. Lam ◽  
Yan Liu
Keyword(s):  
Job Performance ◽  
Hierarchical Linear Modeling ◽  
Organizational Identification ◽  
Turnover Intention ◽  
Affective Commitment ◽  
Central China ◽  
Content Type ◽  
Organizational Attachment ◽  
And Behavior ◽  
The Relationship

Purpose – Drawing on social identity and self-categorization theories and building on Meyer and Herscovitch's (2001) work on affective commitment, this study aimed to examine the relationship between organizational identification and affective commitment, and the relationships between these two variables and employees' attitude and behavior. Design/methodology/approach – Data were collected on-site from 158 automobile dealership employees in central China. Regression analysis and hierarchical linear modeling were used to analyze the survey data. Findings – Organizational identification was positively related to affective commitment. Affective commitment was negatively related to turnover intention and positively related to job performance. Affective commitment mediated the relationship between organizational identification and turnover intention, but did not mediate the relationship between organizational identification and job performance. Research limitations/implications – This study contributes to the literature by integrating organizational identification and affective commitment, the two distinct types of employees' organizational attachment. However, results should be cautioned with the limitations of the study. Practical implications – Managers can use employees' organizational identification to foster affective commitment since it leads to a variety of positive work attitudes and behavior. Social implications – Society as a whole may benefit by having more loyal and committed workforce in organisations. Originality/value – This study develops a model that aligns employee commitment and identification. Doing so answers the call for more efforts to integrate the two forms of organizational attachment in order to make more progress in this line of research.

Structural empowerment and serving culture as determinants of organizational identification and turnover intention

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Radoslaw Nowak
Keyword(s):  
Organizational Identification ◽  
Turnover Intention ◽  
Structural Equation ◽  
Joint Effect ◽  
Mediating Effect ◽  
Equation Modeling ◽  
Structural Empowerment ◽  
Content Type ◽  
Employee Identification ◽  
The Relationship

Purpose This paper aims to provide an alternative explanation for how organizations could increase levels of organizational identification, in turn reducing employee turnover intention. Specifically, the study empirically tests the joint effect of two types of organizational resources – structural empowerment and serving culture (SE*SC) – on employee identification. Moreover, it investigates the mediating effect of organizational identification on the relationship between the joint effect (SE*SC) and turnover intention. Design/methodology/approach The data were collected in 2018 from employees working in a higher education institution located in the USA. Structural equation modeling was used to test the proposed model. Findings Statistical analysis reveals the positive joint effect (SE*SC) on organizational identification and the mediating effect of identification on the relationship between the joint effect (SE*SC) and turnover intention. Originality/value This study contributes to past research by revealing a new important mechanism. Business organizations could increase levels of employee identification and, in turn, reduce turnover by providing empowering resources that allow employees to successfully complete their jobs. Moreover, the study also contributes to practice by providing some recommendations that managers may implement to improve internal effectiveness in their respective organizations.

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.

scholarly journals Antecedents of organizational identification: implications for employee performance

2022 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Syeda Wajiha Kazmi ◽  
Syeda Tuba Javaid
Keyword(s):  
Employee Engagement ◽  
Organizational Identification ◽  
Employee Performance ◽  
Quality Of Education ◽  
Content Type ◽  
Perceived Supervisor Support ◽  
The University ◽  
The Impact ◽  
The Relationship

Purpose This study aims to investigate the impact of three determinants of organizational identification (OID) on employee performance (EP) in the context of private business institutions. Design/methodology/approach A sample of 175 permanent faculty members from four top universities in Karachi, Pakistan, was interviewed using a five-point Likert scale questionnaire. The data were inserted in SPSS 22 and SmartPLS v 3.2 for performing the analysis. Findings Results of the study showed a significant effect in perceived supervisor support on OID; OID; job satisfaction and EP; and mediating relationship. Conversely, an insignificant effect was observed in workplace incivility. Research limitations/implications It is highly recommended that organizations work on the areas that lead to enhancing their employees’ performance. Also, human resource should create a healthy culture that promotes initiatives, open-door policies and discourages power distance. Lastly, one of the key responsibilities of management is to strengthen their OID because employees are more likely to identify with their supervisors if they invest in the organizations they work for. Practical implications This study will help strengthen the relationship between supervisors and university employees. It will guide the supervisors to acknowledge and appreciate the efforts of their subordinates and develop recreational policies and employee engagement activities. In addition, it will help develop a conducive environment and enhance the quality of education in the university and the society. Originality/value Understanding the determinants of OID on EP in the educational context is very important as it enhances the quality of EP and the overall quality of education of the institution.

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