Effect of Customer Orientation, Empowerment, and Service Climate, Organizational Identification, Organizational Conflict, and Turnover Intentions of Instructors in Commercial Sports Center

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.

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Service Worker Burnout and Turnover Intentions: Roles of Person-Job Fit, Servant Leadership, and Customer Orientation

Services Marketing Quarterly ◽

10.1080/15332969.2011.533091 ◽

2011 ◽

Vol 32 (1) ◽

pp. 17-31 ◽

Cited By ~ 67

Author(s):

Emin Babakus ◽

Ugur Yavas ◽

Nicholas Ashill

Keyword(s):

Servant Leadership ◽

Turnover Intentions ◽

Customer Orientation ◽

Job Fit ◽

Service Worker

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Diversity As I Say, Not As I Do: Organizational Authenticity and Diversity Management Effectiveness

10.31234/osf.io/cv8rs ◽

2020 ◽

Author(s):

Andrew J Marcinko

Keyword(s):

Organizational Identification ◽

Management Practices ◽

Turnover Intentions ◽

Diversity Management ◽

Experimental Methodology ◽

Management Approach ◽

Management Effectiveness ◽

Employee Survey ◽

Espoused Values

This research examines how a misalignment between an organization’s espoused values and its realized practices regarding diversity affects employees’ commitment, organizational identification, and turnover intentions. Further, it investigates whether these relationships are mediated by perceived organizational authenticity. Using an experimental methodology, Study 1 tests the interaction between an organization’s diversity management approach (espoused values) and its demographic representativeness (realized practices). In Studies 2 and 3, an intervention based on previous research involving hypocrisy and two-sided messaging is tested. In Study 4, an employee survey further supports the hypothesized mediation. These findings are relevant for any organization seeking to increase the effectiveness of its diversity management practices.

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Servant leadership, organizational identification and turnover intention: an empirical study in hospitals

International Journal of Organizational Analysis ◽

10.1108/ijoa-08-2020-2374 ◽

2021 ◽

Vol ahead-of-print (ahead-of-print) ◽

Author(s):

Sunil P. Omanwar ◽

Rakesh Kumar Agrawal

Keyword(s):

Servant Leadership ◽

Organizational Identification ◽

Turnover Intention ◽

Service Sector ◽

Turnover Intentions ◽

Well Being ◽

Mediating Effect ◽

Equation Modeling ◽

Content Type ◽

Using Data

Purpose This paper aims to study the relationship between servant leadership (SL), employee turnover intention (TI) and organizational identification (OI) in hospitals. Design/methodology/approach The study uses a quantitative approach to investigate the relationships between SL, OI and TI, using data collected from a sample of 266 front-facing employees in a private Indian hospital setup. Structural equation modeling is used to analyze the data and test the hypotheses. Findings The findings reveal that servant leadership has a positive relationship with organizational identification and negatively impacts turnover intentions of the front-facing employee. Further, the study also reveals, contrary to expectations, organizational identification has no significant mediating effect between servant leadership and turnover intentions. Research limitations/implications This research is limited to front-facing employees in hospitals and the study may be extended to other industries in the service sector. Future studies may consider other mediating and moderating variables to fully understand the mechanism of impact of servant leadership on turnover intention. Multi-level studies can also be carried out. Practical implications With the ever-increasing expectations for better patient care, robust leadership models have required that address front-facing employee’s well-being, enabling their attention toward patients. This paper provides the impetus for the development and adoption of servant leadership specifically within hospitals and the service sector. Originality/value This study is one of the few studies that empirically examines servant leadership in the health-care domain. The study also contributes to the extant literature on servant leadership by empirically examining the mediation effect of organizational identification between SL and TI. To the authors’ best of knowledge, this study may be the first of its kind, providing evidence of servant leadership’s impact on turnover intention and organizational identification in hospitals using data from the Indian context.

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The Structuration of Identification on Organizational Members’ Social Media

International Journal of Business Communication ◽

10.1177/2329488420955215 ◽

2020 ◽

pp. 232948842095521

Author(s):

Cameron W. Piercy ◽

Caleb T. Carr

Keyword(s):

Social Media ◽

Organizational Identification ◽

Online Survey ◽

Turnover Intentions ◽

Media Use ◽

Social Media Use ◽

Working Adults ◽

Organizational Membership ◽

Computer Mediated ◽

Organizational Affiliation

The structurational model of identification is applied to test structures that may lead to sharing organizational membership on social media and increased organizational identification. We propose and test how antecedents (e.g., social media use, organizational prestige) relate to acts of identification on social media and promote organizational identification. United States working adults ( N = 303) responded to an online survey about hypothesized motivational structures, online disclosures of organizational affiliation, and organizational identification. Results show three specific structures significantly predicted one’s willingness to share her or his organizational affiliation across social media: personae overlap, social media use, and organizational prestige. Commitment and turnover intentions were, surprisingly, not direct predictors of organizational affiliation disclosure. Implications for individuals, organizations, and both organizational and computer-mediated theory are presented.

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